Page 1

Supporting You . . . With All Your Business Needs.

www.businessfocusstlucia.com


FLOW


FLOW


No. 92

BF

JULY/AUG 2017

CONTENTS FEATURE 26. J. E. Bergasse From Twill To Technology 28. Anthony Bergasse: The Mango Doesn't Fall Far From The Tree 32. Meet The Board 36. Meet The Team 39. The Business Of Satisfying Customers 40. Business To Business Is Our Business! 42. Xerox & J. E. Bergasse 44. Take The Stress Out Of Office Equipment With J. E. Bergasse 46. Supporting You… With Graphic Designs & Printing Services To Showcase Your Documents’ 48. Fast, Safe, Free! 50. Corporate Social Responsibility Is Everyone’s Business 52. United Insurance Agents (Saint Lucia) Ltd. 54. Agostini Insurance Brokers (St. Lucia) Limited

22. Blue Waters On A New Course In Social & Educational Initiatives

Business Tech

56. Technology That Will Change Our Lives In The Next 20 Years 58. From Innovation To Impact Empowering Caribbean Girls Through ICT 60. Weirdly Useful Apps: How Did We Ever Live Without Them? 62. IBS Inc 64. 3D Printing: The Next Industrial Revolution? 66. Hydroponics 101: Farming For The Future 68. Embracing Technology Trends To Advance Your Business 69. Crowdfunding Hacks From An Industry Expert

4. 6.

Editor’s Note Business Briefs

70. Cool Breeze Is Serious About Corporate Citizenship

8.

When It Comes To Governance, Size Does Matter! (And Bigger Is Not Always Better!)

72. Rider Levett Bucknall

10. Snapshot of Transformational Leadership

Money Matters 12. 16. 18. 20.

Commentary On The 2016/17 Budget And Budget Address GTM Invests In New Regional Head Office Building In Saint Lucia Johnathan J. Johannes: In His Own Words 1st National Bank’s New MD Says Sector Is Ready For Change CDB Governors Highlight Environment, Gender and Private Sector Growth

78. Chairman's Reserve Unveils Its New Packaging

Economy & Trade

80. Regional Projects Shortlisted By European Programme 82. Alternative Security Services (St. Lucia) Ltd.

Must Reads

84. The Road to Exemplary Leadership

Environmental Focus

85. NOAA Predicts Above-Average Hurricane Season

In The Know 86. 87. 88. 90.

Can I Hire A Minor? This Will Totally Revamp Your Brand Do Not Only Depend On The Contractor For Your Security Planning For Your Business? SWOT It!

Youth In Focus 91. 91.

Young Saint Lucian Creates Skills Directory Website Jus’ Sail’s Obrian Forde Is CHTA Employee Of The Year

Tourism

92. Capella Marigot Bay 94. Strategic Expansion Of Saint Lucia’s Hotel Sector Planned 95. Sandals Buys Saint Lucia Golf Club 96. Saint Lucia Cleans Up At Taste Of The Caribbean 96. Barbados Hotelier Named CHTA President-Elect 96. SLHTA's Virtual Agricultural CHTA House Honored 96. Simon Suarez Is CHTA Hotelier Of The Year

Health & Wellness

98. A Call To Women: Where Your Health Is Concerned, Be Bold For Change! 99. Events 100. Major Moves 102. Advertisers Index 103. NEW COMPANY REGISTRATIONS


Be Agile, Tech Savvy and Innovative!

Businesses are created and operated based on the opportunities to tap into a niche and grow with the expansion and investments of both the private and public sector. Since the economic crash of 2008, many businesses in our Caribbean region have struggled to survive and stay in business as governments also struggled to attract new investments, control public expenditure and create the enabling environment to stimulate growth. Large companies have consolidated and re-engineered operations, while, sadly, a significant number of our small- and medium-sized enterprises have been forced to close. Saint Lucia’s government was elected in June 2016, and for the first time in our history, our Prime Minister is a young businessman, as compared to a history of lawyers and career politicians. Much is expected of him and his Government’s efforts at turning around our economy. He has identified that Tourism will

Lokesh Singh Editor / Managing Director

continue to be the main driver of our economy, supported by national infrastructure. After a year in office, the signs of this becoming a reality are positive, with the recent release of a number of new hotel investments which will add another 2,000 new rooms to our plant. The Government has recently presented the 2017/18 National Budget, with its basket of initiatives and revenue allocations. Despite the current economic challenges, this Budget and related private sector investments presents us with a range of business opportunities, which we hope will help to catalyse economic progress. For this purpose, we are pleased to include in this issue a Budget Summary, prepared by the iconic and well-respected accounting professional, Richard Peterkin – a partner in the accounting firm of Grant Thornton Windward Islands. Also our Special Feature is dedicated to highlighting J. E. Bergasse & Company Ltd – a long-standing family business and pioneering company, which over the years has become a household name, reflecting longevity and leadership though three generations.

BUSINESSFOCUS Business Focus magazine is published every two months by Advertising & Marketing Services Limited (AMS), Saint Lucia. Publisher/ Managing Director: Lokesh Singh - lokesh@amsstlucia.com Editor Dee Lundy-Charles

Editor’s Note

Graphic Designer: Tannel George | Carlisle Searles Advertising Sales: Cennette Flavien - cennette@amsstlucia.com Cleopatra Jules - cleopatra@amsstlucia.com Webmaster: Advertising & Marketing Services Photography: Ashley Anzie | J. E. Bergasse | Jamaica Observer Contributors: Lokesh Singh | Dee Lundy-Charles | Dr. Chris Bart Olivier Bottois | Richard Peterkin | Kezia Preville Graeme Codrington | Tom Mukamal | Brian Ramsey Lyndell Halliday | Trudy O. Glasgow | Hanna Fitz Dr Celia McConnell-Downes | Caribbean News Now CHTA | OECS | SLTB Editorial, Advertising, Design & Production: Advertising & Marketing Services P.O. Box 2003, Castries, Saint Lucia Tel: (758) 453-1149; Fax: (758) 453-1290 email: ams@candw.lc www.amsstlucia.com, www.stluciafocus.com Business Focus welcomes contributions from professionals or writers in specialized fields or areas of interest. Reproduction of any material contained herein without written approval, constitutes a violation of copyright. Business Focus reserves the right to determine the content of the publication.

JEB, or simply “Bergasse”, as the company is familiarly known today, has evolved from its infancy as as an agent and distributor of household products and insurance, to the island leader in ICT, Office Equipment and Office Products with a new range from Xerox products to celebrate this summer. Anthony Bergasse – current Managing Director – proudly shares the story of the family business. From the many challenges associated with market changes, economic difficulties, competition, family shocks and even facing closure, to transitioning from generations of leadership and achieving long term success and viability. All achieved by being agile, tech savvy and innovative in an ever changing business environment. We trust that you will enjoy reading these and the many other articles to help keep you informed and motivated in our ever challenging world of business. Happy reading!!!

BusinessFocus

Jul/Aug

|

4

On The Cover: Anthony M. Bergasse, Managing Director of J. E. Bergasse & Company Ltd.


Bank of Saint Lucia

BusinessFocus

Jul/Aug

|

5


Business Briefs

BUSINESS BRIEFS Saint Lucia PM At Investment Migration Forum

CPL Fever Starts August 4

Saint Lucia was represented at the Investment Migration Forum in Geneva, Switzerland from June 5th to June 7th by Prime Minister Allen Chastanet, along with members of the Citizenship by Investment Unit. The event is the world’s premier independent forum on the subject of citizenship-by-investment and investor migration.

The 5th edition of Caribbean Premier League is scheduled to take place from 4 August to 9 September 2017. Jamaica Tallawahs are the title defending champions in CPL 2017. The opening match of tournament will be played at the Daren Sammy Cricket Ground between the newly-revamped St. Lucia Stars and Trinbago Knight Riders on 4th August.

The Geneva event, organised by the Investment Migration Council (IMC), attracts renowned academics, government officials and representatives of international organisations, as well as the world’s leading professionals dealing with investor migration and citizenship.

The Saint Lucia team for 2017 is captained again by Daren Sammy, and includes Lasith Malinga, Shane Watson and Marlon Samuels, as well as Lucian hard-hitter, Johnson Charles.

The event offers an opportunity for senior level representatives of the global migration industry, academics, migration agents, migration law firms, wealth managers, UHNWI’s, government representatives, and international organisations to form partnerships and improve visibility. Saint Lucia’s Prime Minister also took over from Prime Minister of Saint Kitts and Nevis, Dr. Timothy Harris, as Chairman of CARICOM. He will serve for one year. Prime Minister Chastanet has noted that the OECS needs to “assert ourselves on the world stage” and added that the Revised Treaty of Basseterre must be implemented in a manner that is “strategic, innovative and fearless.” As the current Chairman of the OECS, Mr. Chastanet is committed to continuing work on the economic union, facilitating business development and promoting functional cooperation, with particular attention being to justice and security and climate change. BusinessFocus

Jul/Aug

|

6

A total of 34 games will be played throughout the competition, including one playoff, two eliminators and the grand finale. League matches will be played till 3rd September. Playoff to be played on September 5, and meanwhile eliminators will take place on 6 and 7 Sep. The CPL 2017 Final will be played on 9th September.

Promoting Regional Trade At Agroalimentaria Regional trade is a key component for economic stability across the Caribbean, and greater trade from the agricultural sector could significantly contribute towards the lowering of the region's food import bill from outside of the region. It is in view of this that the Caribbean Export Development Agency has supported regional firms to attend the Dominican Republic’s Agroalimentaria Fair, that country’s largest and most important food and beverage trade fair. Six CARICOM countries participated in this years‘ event, funded by the 11th EDF

Regional Private Sector Development Programme, and presented a range of products, including 10 Saints Brewery Company Ltd from Barbados; Pomeroon Oil Mill Inc. from Guyana; the Saint Lucia Trade Promotions Agency (TEPA), representing three companies from Saint Lucia; Coffee Solutions from Jamaica; Suriname Candied Fruits N.V., and the Trinidad and Tobago Fine Cocoa Company Ltd. Their inclusion promotes stronger trade and investment cooperation between CARICOM and the Dominican Republic. “The participation of CARICOM firms at Agroalimentaria for the first time is a significant development contribution towards the increase of regional trade. In addition, the participation of international buyers also enhances the viability of the event for CARICOM firms attending to achieve penetration not only of the DR market, but also those outside of the region,” expressed Escipion Oliveira, Deputy Executive Director at Caribbean Export. The Agency supported buyers from Europe, and an overall total of more than 170 buyers attended the event. With some 1734 business-to-business meetings taking place over the three days of the event, the companies are expected to achieve some good results. In addition to the CARICOM firms the Caribbean Export supported five Haitian companies: CARRIBEX; Berling S.A.; SUNFOOD; Tropic and Belzeb, as well as the Cacao Cluster of the Dominican Republic to participate under the 10th EDF Haiti-DR Bi-National Programme.

CDB And CCRIF Launch Integrated Sovereign Risk Management Project The Caribbean Development Bank and CCRIF SPC (formerly the Caribbean Catastrophe Risk Insurance Facility) have launched the 'Integrated Sovereign Risk Management in the Caribbean' project. This project seeks to enable all Caribbean countries to take a more proactive approach towards country risk management, moving beyond planning for natural disaster risks such as climate change and events like hurricanes and earthquakes, and recognising the intrinsic linkages between disaster risk and other types such as economic, technological and


financial risks and the impacts of these on socio-economic development. At the ceremony, which was held around the same time are the February 2017 CDB Board of Governors Meeting, CDB President, Dr. William Warren Smith, indicated that this project “will help Caribbean governments address their increased vulnerabilities caused by socio-economic factors, as well as the technological and economic interconnectedness of communities across regions and throughout the world.” Dr. Smith noted that CDB has strengthened its risk management infrastructure over the past few years by adopting an integrated enterprise risk management framework. The Bank will use this experience to support a holistic approach to risk management in Caribbean states.

OECS Ministers Discuss Universal Health Cover

Health ministers also discussed global security, and noted the importance of the health emergency response to outbreaks, as well as the effects of climate change on food security and nutrition. The ongoing threat of anti-microbial resistance was recognised along with the need for a “One Health” approach to include human, animal and plant health in response. In addition, the role of health in the prevention of interpersonal violence, including intimate partner violence and violence against children, was explored. Ministers discussed the need for a multisectoral approach to include, health, education, social services, legal services, law enforcement and community including faith-based organisations. The meeting featured presentations by the Ministers of Health from South Africa, Sri Lanka and Jamaica. Round-table sessions were also held under the themes of Sustainable Financing of Universal Health Coverage, Global Security-The Role of Health and Preventing Violence in the Commonwealth: Advancing Key Actions. Representatives from Antigua and Barbuda, Bahamas, Barbados, Dominica and Guyana were also among the delegates attending the 2017 meeting.

The OECS Commission is committed to the support of resilient and inclusive healthcare systems that improve the lives of its citizens. Head of the OECS Health Unit, Dr. Carlene Radix, joined the region’s health ministers to consider ways to strengthen global health security at the 2017 Commonwealth Health Ministers meeting held in Geneva on May 21, under the theme: “Sustainable Financing of Universal Health Coverage as an Essential Component for Global Security Including the Reduction of All Forms of Violence.” This year’s theme was discussed in three main categories: Universal Health Coverage, Global Security and Violence Prevention. The meeting agreed that Universal Health Coverage (UHC) offers the best chance for improving health outcomes of Commonwealth citizens, and noted that UHC needed to be country-owned and appropriately tailored.

SRDF Records Substantial Revenue Increases The Soufriere Regional Development Foundation (SRDF) has come in for much praise from the government of Saint Lucia, and is hailed in many circles for its invaluable contributions to community development and active role in addressing and mitigating socio-economic issues prevalent in the southwest quadrant of the island.

adjustments at all our operation sites to maximise service, appeal and marketability.” The Executive Director further added that the first quarter performance was testament to the implementation of strategic planning, as well as ensuring that the execution of new operational policies and infrastructural interventions were not delayed. The Board of the SRDF expressed its delight at the organisation’s performance, and reiterated its commitment to work in the interest of the people of Soufriere. The Soufriere Foundation is a nonprofit company located in Soufriere. Its mandate is to undertake social, cultural, human resource, tourism and infrastructure development in the Soufriere area. The organisation, which was established in 1993, generates revenues from its operations at the Sulphur Springs Park, Gros Piton Nature Trail, Comfort Centre, Soufriere jetties and 88.5 Soufriere FM.

Flow Announces Rate Hike In Barbados

Telecommunications provider Flow has announced an increase in mobile phone rates in Barbados. The company has announced that effective July 1, 2017, there will be a five per cent increase to the rates of some postpaid mobile plans, Barbados Today reports.

“These changes are as a result of our continued investment in our network to After completing an operations expansion provide our customers with world class to manage the Soufriere port in December products and services,” the company said 2016, with the further augmenting of its in a statement. principal functions at Saint Lucia’s popular tourist sites, Sulphur Springs Park and the The hike will affect all consumer plans and Gros Piton Nature Trail, the organisation bundles (voice and data), excluding the has seen the realisation of marked returns. recently launched postpaid Combo plans. The SRDF recorded a collective increase Flow is expected to invest about $80 million in revenue of 65% across all its sites of in Barbados this year, as part of an overall jurisdiction for the 1st quarter of 2017 in $150 million investment announced last year. comparison to 2016. According to Executive Director, Mr. Jimmy Last month Flow Barbados reported a loss Haynes: "We made the prerequisite in subscribers for the first quarter of 2017 mainly due to a falloff in landline business. BusinessFocus

Jul/Aug

|

7


Governance Guru When It Comes To Governance, Size Does Matter! (And Bigger Is Not Always Better!)

When It Comes To Governance, Size Does Matter! (And Bigger Is Not Always Better!) By: Dr. Chris Bart, FCPA, F.CIoD Chairman, The Caribbean Governance Training Institute & Chairman, Caribbean Institute of Directors According to one major study, the average US corporate board size is 9.2 members. In contrast, the average for boards of all types (for profit, not for profit, association etc.) in the US is 17. Within these statistics, boards have been found to range between 3 and 30 members. In theory, a board should be big enough to get the board’s work accomplished, yet small enough to communicate, deliberate, and act as a single body. Interestingly, while acknowledging this maxim, most writers on the topic of board size seem to agree that a typical board of directors should be comprised not less than 5 members and not more than 15, with the ideal board size being 7. So how many directors should you have sitting around your boardroom table? Naturally, the real answer is: “It depends.”

The Case for Small(er) Boards

By their very nature, large boards tend to be inefficient. That’s because when they meet, they usually entail longer and more protracted discussions with too many voices competing for BusinessFocus

Jul/Aug

|

8

attention and directors anxious to “make a contribution to the meeting”. It can become an unwieldly situation. Yet, ironically, members of large boards often complain that their opportunity

Dr. Chris Bart, FCPA is a recognised global governance authority and Co-Founder of the Caribbean Governance Training Institute in Saint Lucia. The Institute is the first to offer throughout the Caribbean, an intensive, 3 day governance programme leading to the prestigious and internationally recognised Chartered Director (C.Dir.) designation. Visit www.caribbeangovernancetraininginstitute.com or phone Avie at 758 451 2500 for more information.


for participation – to contribute their good ideas and exercise their leadership capabilities – is restricted. They feel left out of the decision making process which then leads to them feeling and becoming disengaged! Therefore, to make the board more efficient, and because it’s usually difficult to bring all of the directors together (especially on short notice), a board will often agree to create an executive committee of 5-7 directors to carry out work on behalf of the full board. But then it’s not too long before the full board becomes an acquiescent, rubber-stamping body in relation to the “the real board” – the executive committee. The full board now meets infrequently and directors who are not part of the executive committee feel ‘structurally disconnected’ from the locus of decision making power. As a result, both their preparation and attendance wanes and board disengagement soars! Moreover, due to the infrequency with which they meet, it becomes almost impossible for large boards to develop the interpersonal relationships with each other - not to mention with their CEO – which many argue are vital for creating a high performing board that adds value to the organisation. Interestingly, recent research has discovered that with every director added over a board size of 17, the quality of the board’s decision-making ability decreases by 10 percent. So if this is true, doing the math would mean that for the typical average US board size of 17, the quality of their decision making would be recorded at zero! Taking a somewhat different approach, an analysis conducted by GMI of almost 400 publically listed corporations found that smaller type boards tended to enjoy significantly higher rewards for their shareholders than their larger board counterparts. The companies studied had an average board size of 11 which ranged between 9 and 14 directors. Smaller boards of directors were observed to outpace their peers by almost 9 percentage points, while larger boards underachieved peers by 11 points. Interviews with the directors explained these results by noting that with smaller boards, a richer dialogue among the directors and management was encouraged. This in turn fostered more cohesiveness, decisiveness and agility in the board’s supervisory functioning. There was also more effective oversight of management – especially the CEO – with smaller boards being more willing to sack poorly performing CEOs for lackluster performance, something that gets more and more difficult to do as board size increases. So on average, it would appear that bigger is not always better and that good things do come in small packages. However, beware as you contemplate downsizing your board. There will be serious turf issues at stake as board members jostle to see who gets a seat when the music stops. As with all major change initiatives, and this is a big one, it will be extremely important to lay a proper foundation in terms of getting the board ready for such a change and managing it without bruising egos or making enemies. So be prepared. Downsizing properly can take years!

The Case for Big(ger) Boards Notwithstanding the previous arguments, there is still a case to be made for having larger sized boards because they too provide certain benefits. At the top of the list is the fact that big boards

offer greater diversity of thought as well as the horsepower to sustain a rigorous dialogue around each of the board’s various agenda items. Larger boards also allow for the inclusion and presence of certain directors by virtue of their geographic location, ex officio status, or ‘stakeholder’ representation. To minimise their limitations discussed previously, effectively functioning large-scale boards like to make use of many committees with five to seven directors appropriately assigned to each one. The committees do all the heavy lifting on topics that fall under the board’s purview: audit, finance, human resources, compensation, governance, risk etc. Under these conditions, directors report feeling engaged due to the specialised contributions they make to the full board via their specific committee. And because of the rigor that these topics get from the highly focused and aligned attention of the committee members (and often supplemented with outside professional expertise), the full board does not have to rework the agenda items (called “double due diligence”) when they come up for final review. This helps make the full board act more efficiently when they meet. Not surprisingly, the quantity of work faced by bigger boards does not get reduced for smaller ones. Smaller boards face the same volume of responsibility and liability as do their larger counterparts. It’s easy therefore for the directors on small sized boards to become overwhelmed by their tremendous workload – which, in turn, can also lead to board disengagement. To alleviate this problem, and especially if the directors want to avoid having to do double duty on multiple committees that require specialized expertise, small boards start adding directors to their ranks thereby setting them on a path to “bigness”. And so it goes. In conclusion, all organisations are not the same. They come in a multitude of varieties – for profit, not for profit, associations, charities, state agencies etc. Accordingly, the nature of the circumstances surrounding an organisation will significantly influence the size of its board. I have given you the cases for both smaller and larger boards. In both instances, directors want to be meaningfully consulted and not have their talents dissipated. It’s also my view that the average size of boards is slowly shrinking. However, the ultimate decision on which size is right for your organisation rests with finding the number of directors that (a) allows your board to competently and diligently carry out its many demanding responsibilities while (b) not damaging the quality of its decision making due to having either overburdened directors or disengaged ones. No outside expert can make this determination for your board. So here’s the big, uncomfortable question for Caribbean directors: To what extent do you and your fellow board members think you have the right board size? If you think that there is room for improvement in the way your board is structured – one of your many critical governance decisions – you might want to consider sending them to one of the corporate governance training programs available in the region – like the extraordinarily unique 3 day Chartered Director Program (“C. Dir.”) currently being offered by The Caribbean Governance Training Institute. After all, it’s not education which is expensive, but rather ignorance. ¤

BusinessFocus

Jul/Aug

|

9


LEADERS'

CORNER

Snapshot of Transformational Leadership

Why Is Alignment Key To Your Leadership Team Success?

By: Olivier Bottois Functional leadership teams are “aligned”. Not only do they work together and commit to the same goals, all team members clearly understand the company culture, goals and priorities. They proactively support each other and focus on what is most important. As a start, understanding and supporting the culture is critical to being successful and aligned as a team. Ownership defines the culture and leaders can only be successful if they embrace it. Leadership team alignment is critical to the long term success of any organisation. Leaders are able to challenge each other and hold each other accountable.

goals of the organisation. Leaders of one department may visit another department meeting as a guest speaker to share their own activities and explain “the why” . . . how it fits with everyone’s goals reinforcing alignment at all levels. How often do people interview for a new job, get an offer and check what the company culture is and if ownership and management are aligned with the same goals, before accepting the job offer? Might be a “best practice” moving forward.¤

Aligned teams are functional and organized. They are disciplined and structured, stay in alignment by holding regular meetings with defined agendas and ensuring timely communication. They contribute and bring up solutions when needed, share responsibility and accountable. Being open and truthful is key. Of course team members usually have different backgrounds, styles and personalities so teams are not always aligned especially when the team is forming. However if they support each other and able to debate to reach a consensus, they are able to get on track and share one message together. Not showing unity at leadership level creates chaos and team leaders must be disciplined and show alignment across the organisation from the very top. The actions of each department supports the others and overall BusinessFocus

Jul/Aug

|

10

Olivier Bottois is a third generation French Hotelier with luxury hotel experience in six countries. Bottois is a Four Seasons Hotels & Resorts and Leading Hotels of the World alumni, who led some iconic hotels and resorts in the US, Canada and the Caribbean. He is the founder and Director of Lussoria Hospitality, A Management and Marketing company specializing in independent boutique properties’ asset value enhancement.


FOR ALL YOUR CATERING NEEDS!

Goddard Catering

After successfully operating as the official Caterer for Cricket World Cup 2007, Goddard Catering Group saw the need to raise the bar on catering services throughout the region. This led to the birth of GCG Events in October of 2008. GCG Events is an affiliated company of Goddard Catering Group and a member of the Goddard Enterprises Group of Companies. Our vision is to become the premier catering company in the region by providing culinary experiences that consistently meet and exceed customer expectations. To achieve this GCG Events has invested in a state of the art facility, an internationally trained team of event experts, and ingredients that meet our exacting standards. From conception to completion, our experienced team will help you turn your dream event into a reality. GCG Events is committed to make each and every event, “Simply Outstanding” At GCG Events we are dedicated to making you the perfect host. We strive to make every catered event, distinguished, blissful and stress-free. Our high standards, supreme service and exceptional quality will make your event a flawless, unforgettable experience.

• • • • • • •

WEDDINGS CONFERENCES BANQUETS OFFICE PARTIES SOCIAL GATHERINGS COCKTAIL PARTIES OTHER EVENTS

GCG Events is delighted to assist brides, grooms and their families with the menu planning for that significant day of their dreams. From grand and lavish to intimate and informal, we can make your special day something you and your guests will always remember. Your employees and guests will surely appreciate your catering choice whilst consuming each delightful bite of their lunch, canapé or breakfast. Choose one of our menus or allow our chef to create a personalized menu for you that matches your vision and theme. Our team will make sure everything runs smoothly to ensure you and your guests have an unforgettable time.

Hewanorra Int’l Airport | P.O. Box 363 Vieux Fort, St. Lucia, W.I. +1.758.459.6400 Ext: 6429 | +1.758.728.9400

uvf.gcg-events@goddardcatering.com www.gcg-events.com BusinessFocus May/Jun | 11


MONEY MATTERS FOCUS ENVIRONMENTAL

Commentary On The 2016/17 Budget And Budget Address

The following Table shows the Budget Estimates for 2017/2018, the preliminary results for the Financial Year ended March 31, 2016 and the Approved Estimates for that year. It provides a snapshot of what was contained in the 2016/2017 Estimates, what transpired during the last year, and what is projected in the Estimates for the coming year. The Appropriation Bill for 2017/2018 has not yet been formally passed as of the date writing of this commentary. ESTIMATES 2016-2017 Expressed in ECS Millions

2016/17 2017/18 2016/17 Approved Preliminary Approved Budget Outturn Budget

REVENUES

Commentary on the 2016/17 Budget and Budget Address Grant Thornton Windward Islands By: Richard Peterkin Partner,Tax and Transaction Services

Current Revenue

1,063.2

1,040.6

1,035.8

Capital Revenue

7.4

5.1

31.1

87.4

62.0

97.2

1,158.0

1,107.7

1,164.1

Grants Total Revenue and Grants EXPENDITURE Current Expenditure

846.7

790.0

796.6

Interest charges on debt

170.1

165.7

170.4

Total Recurrent Expenditure Capital Expenditure Total Budget Expenditure Current Surplus Recurrent Deficit Overall Deficit

1,016.8

955.7

967.0

362.1

214.9

326.0

1,378.9

1,170.6

1,293.0

46.4

84.9

68.8

(78.2)

(37.3)

(54.5)

(220.9)

(62.9)

(128.85)

FINANCING REQUIREMENTS External borrowing T-Bills and Bonds

GREAT EXPECTATIONS Based on public statements prior to the Budget Address, and comments made by the IMF in their Article IV Consultation Report following their visit to Saint Lucia in January 2017, there was an expectation that the 2016-2017 Budget would contain bold new reforms to grow the economy and reduce unemployment. This was not quite what it turned out to be. In the Budget Address for the financial year 2017/2018, delivered by Prime Minster the Hon. Allen Michael Chastanet on May 9th, 2017, he stated that this budget was part of a four-year plan that will reform, transform and modernise Saint Lucia, providing the foundation for future growth and development of our economy. He promised an institutional framework and transformation program that would require “bold, courageous and decisive leadership”, an “aggressive pro-growth strategy led by a competitive private sector” and strengthening the capacity of Government to accelerate the pace of implementation”. Our Budget commentaries are usually designed to inform our clients and the public as to the details of proposed new programs and reforms, especially those affecting income tax and other fiscal changes. This Budget can best be described as a foundation budget for a medium-term strategy, with specificity as to the intent, but not the content, of the reforms and other fiscal measures that will be implemented during the 2016/2017 financial year. BusinessFocus

Jul/Aug

|

12

84.7

27.8

74.2

257.8

145.9

175.1

Other

2.9

11.4

2.8

Total Financing Requirements

345.4

185.1

252.1

GDP at Current Cost (Billions)

4.72

4.55

4.02

Current Revenue - % of GDP

22.5%

22.9%

25.8%

Current Expenditure - % of GDP

21.5%

21.0%

24.1%

Overall Deficit as a % of GDP

(4.7%)

(1.4%)

(3.2%)

The total Budget Expenditure of $1.378.9 million in 21017/18 does not include Public Debt principal repayment of $124.5 million ($122.2 million in 2016/17). The budgeted expenditure is $86.0 million (6.6%) higher than the Approved Estimates for 2016/17 but $208.3 million (17.8%) higher than the preliminary results for that financial year. The biggest increases over the preliminary figures for 2016/17 are in Capital Expenditure (68.5%) and current expenditure (7.2%), and the overall deficit is budgeted to increase to $229.9 million or 4.7% of GDP. ECONOMIC PERFORMANCE IN 2016 Some of the leading Economic Indicators for 2016 are provided in the Table below, along with a comparison of the revised figures for 2015. It was another tough year for Saint Lucia in almost all the leading sectors, and our economy continues to be characterised by low growth, high unemployment, and high debt.


Indicators and Sectors

Revised 2015

Preliminary 2016

Rate of Growth

1.9%

0.9%

GDP at Nominal prices (EC Billions)

4.46

4.02

US$8,186.0

US$8,162.1

(1.0%)

(3.1%)

GDP per capita (US$) Inflation Rate (average) Unemployment Rate

24.1%

21.1%

Total Visitor Arrivals

1,097,213

1,017,136

Stay-over Arrivals

344,908

347,872

Cruise Ship Arrivals

677,394

587,749

Visitor Expenditure (EC Millions)

$2,070

$1,970

Banana Exports to the UK (tonnes)

14,787

14,630

10%

8%

Manufacturing Production (EC Millions)

$280.1

$300.3

Public Debt (EC Millions)

$2,913

$2,988

Economic Growth in the Construction Sector

Public Debt/GDP

65.4%

66.4%

Credit to the Private Sector (EC Millions)

$3,523

$3,346

Loans to deposit ratio

96.5%

90.1%

The global economy now shows signs of improvement. In April, 2017 the IMF raised its world growth projections to 3.5% in 2017 and 3.6% in 2018, compared to 3.1% in 2016. With the notable exception of Trinidad and Tobago, most Caribbean countries appear to be growing. The economies of the OECS averaged a growth rate of 2.2% with some countries trending above average. The challenge for Saint Lucia is how we break out of our economic stagnation to increase growth, reduce public debt and fiscal deficits, create new jobs and productivity, improve competitiveness and lower the high costs of doing business. The Budget speaks to many of these issues which have plagued most Caribbean countries over the last 10 years. The Budget Address promised a new vision for Saint Lucia based on a roadmap for growth and development. It sets out strategic areas of focus to be aggressively pursued over the next four years with the underlying aim of achieving sustainable and inclusive growth. These included: • Creating sustainable employment • Reengineering Social Services • Reforming Government to make it more responsive to the business community and citizens • Improving Security and Justice • Building Capacity in Renewable Energy • Adapting to Climate Change Few would take issue with the long-term objectives outlined in the Budget, but some may raise issues with the shortterm priorities, the nature of some of the investments to be implemented or encouraged, and the risks of aggressively

Prime Minister Allen M. Chastanet presenting the 2016/17 budget ramping up capital expenditure and debt to achieve economic growth and transformation. Some of the strategies and proposals that are worthy of specific mention include: • A National Apprenticeship Programme through partnerships with local and foreign private sector investors to provide new jobs. • An Agriculture led strategy to create the environment to enable the private sector to participate in the development of the agriculture sector, and improve linkages with the Tourism sector. • Advancing the Health Reform Agenda through public private partnerships for the provision of services and the introduction of national health insurance • Resolving Insolvency through the enactmentofnew Insolvency legislation, and the establishment of a Credit Bureau, a Registry of Movable Assets and A Secured Transactions System. • A comprehensive Road Infrastructure Programme for the restoration and rehabilitation of our road network to be executed over 5 years. • The Castries Redevelopment Programme to address traffic congestion, sewerage and facilitate expansion of cruise and water related activities in the Castries Harbour. Fiscal strategies included a • VAT deferral system to minimise the impact of VAT obligations faced by local manufacturers; • Personal income tax reform; • A Foreign Residency Program to attract real estate investment; • The creation of a Sovereign Wealth Fund; • New Fiscal Concessions for regional and international companies to establish their Headquarters in Saint Lucia.

BusinessFocus

Jul/Aug

|

13


The VAT deferral system has been welcomed by manufacturers, and the necessary amendments to the VAT Act are due to be announced shortly. The IBC Act has already been amended in April 2017 (IBC Act (Amendment) No. 3 of 2017) to allow regional and international companies to take advantage of these incentives, and some applications have already been made by companies wishing to establish headquarters in Saint Lucia. The only new Revenue measure announced in the Budget is the increased Excise Tax on Fuel, from $2.50 to $4.00 a gallon, which went into effect on June 1, 2017. The increase in revenue is designed to go towards maintaining and upgrading the road network and associated infrastructure such as bridges. The impact will be felt by all drivers, and may become an issue if the international price of oil increases, resulting in higher gas prices locally under the Modified Pass Through Mechanism for setting prices at the pump. This new tax is expected to yield about $25 million per year. It will be interesting to find out if drivers buy gas “by the amount” or whether taxi and bus drivers will seek increases in their regulated fares. Other revenue measures previously announced for the 2017/18 year include an increase in the departure tax from US$25 to $63 effective June 2017, and a further increase to US$98 effective January 1, 2018. The rates for trips to other CARICOM countries and the French Overseas territories will increase from US$25 to $35. The proposed personal tax reforms are somewhat similar with reforms included in the Budget address of 2016, but never enacted due to fears of tax revenue erosion. Under the proposals discussed broadly in the Budget, both the personal allowance and the applicable deductions would be reformed with a view to simplifying the system while simultaneously making it more progressive. It is also the intention of the Government to place a cap on personal income tax. Details of these reforms will be announced prior to their implementation. There were many new Expenditure Measures announced that are designed to reduce Public Debt by reducing or eliminating transfers to specified Boards and Agencies of Government. This

could result in the winding up of the Saint Lucia Marketing Board and the Saint Lucia Fish Marketing Corporation and Radio Saint Lucia, as well as reductions in the subsidies on bulk rice, flour and sugar provided through the operations of the Supply Warehouse. Other measures include the reduction in the annual subvention to the Saint Lucia National Trust and proposals to privatise the Saint Lucia Postal Service. In most instances, the expenditure savings were not quantified, but the justification given was the reduction in current expenditure and public debt. RISKS AND UNCERTAINTIES There are risks and uncertainties with all Government Budgets, and it is becoming increasingly difficult to make economic projections due to the volatility and unpredictability of markets and geopolitical developments. The best laid plans of men and mice oft go awry. There are many systemic as well as specific risks associated with the 2017/2018 Budget which could delay or hinder the completion of some of the planned programs and strategies. These include: The increase in public debt. The policy of aggressively increasing public debt to finance capital expenditure to grow the economy, without compensating tax increases, could increase the public debt to unsustainable levels. The projected increase in financing, less principal repayment of existing debt, would increase Public Debt to $3.2 billion or 68% of projected GDP. With higher interest rates on new borrowings, this would place an unsustainable future burden for the servicing of Public Debt. The implementation deficit. It is generally accepted that Saint Lucia has a problem with the timeliness and completion of capital expenditure. The completion percentage was 66% in 2016/17 and has been traditionally low in prior years. This has been due to capacity constraints in the applicable Ministries, the inability to obtain financing for capital expenditure, issues with the quality of certain projects and inefficient implementation.

Proposed Sandals La Source St. Lucia at Pigeon Point

The Prime Minister alluded to this “implementation deficit” in his address, but promised reforms that would facilitate the efficient execution of programs. It is unlikely that any such reforms would have an immediate impact, casting doubt of Governments ability to undertake capital expenditure of $362.1 million in the 2017/18 financial year. The inability to undertake planned capital expenditure will have an adverse impact on growth and employment. The timeliness of new private sector investments. Many of the new private

BusinessFocus

Jul/Aug

|

14


sector investments detailed in the Budget are real, and have been formally announced by the investors, but the ability to start or progress most of the projects during 2017/18 is dependent on many factors outside of the control of Government. These include the availability of CIP funds to finance part of the projects, the availability of bank loans from external sources, and delays in obtaining approvals and securing demand for real estate sales and tourism services critical to the success of these investments. Some of the investments are already in progress (The HarborClub), or have recently broken ground (Sandals, Desert Star), and others expect to do so later this year (Sabwisha, Coconut Bay) but the extent of progress or completion on others is less certain. The inability to obtain financing. Governments in the region are finding it increasingly difficult to obtain financing, from Grants, external borrowings or the sale of Treasury Bills and Bonds, to finance their capital or current expenditure. The 2016/17 Estimates projected financing of $252.1 million, but only obtained $185.1 million (73.4%). No bonds have been issued or sold to date in 2017, and most of the Treasury Bills issued have been used to roll over existing debt or finance current expenditure. The interest rates requested by institutional investors are increasing, even though there is excess liquidity in the region, and it appears unlikely that Government will be able to raise $257.7 million in Treasury Bills and Bonds during the 2017/18 year from traditional markets. While the level of Grants projected in the Budget is based on known or approved sources, the ability to obtain new financing for planned capital expenditure will depend on financing from friendly Governments or non-traditional sources. Public resistance to planned investments. There has been local public concern with two private investments supported by Government, which could have an impact on the willingness of these or other external investors to undertake projects in Saint Lucia. The concerns are in regard to the potential for abuse of the environment and cultural heritage, the sustainability of planned projects, an overdependence on the tourism industry and political differences on certain of the Budget strategies. These issues will need to be managed and mitigated to avoid reputational risks for the country, and ensure broader public support for the plans and objectives. CONCLUSION The Revenue projected in the Budget appears both conservative and achievable, notwithstanding the reduction in the general rate

Coconut Bay Resort, Vieux Fort of VAT from 15% to 12.5% in February 2017. No announcements were made in the Budget regarding other changes to the VAT Regime, such as a reduction in the list of VAT-exempt items or the application of VAT on other supplies. The fiscal policy of increasing the level of growth while improving the productivity of expenditure and reducing public debt is the appropriate strategy to address Saint Lucia’s current economic problems, but there is insufficient specificity on many of the measures that would allow us to quantify, with any degree of certainty, the likely impact on revenue or expenditure, or the feasibility and suitability of the measures contained in the Budget. Further comments will be forthcoming when the proposed changes and new initiatives are announced in greater detail. We live in challenging times, and like many other countries, we need bold, courageous and decisive leadership to transform and modernise our economy and society so that we can achieve the economic growth and improvement in living standards to which we all aspire. To ensure success, growth must be inclusive and sustainable, and the strategies and programmes adopted will require further articulation, justification and public dialogue. Grant Thornton St Lucia and St. Vincent and the Grenadines, together with Grant Thornton Antigua St. Kitts and Nevis, covers all eight countries of the ECCU. Both firms are member firms of Grant Thornton International Limited, a global organisation of member firms with 42,000 people in over 130 countries. For further information on our Budget commentary and services, please contact the author, Richard Peterkin, at richard.peterkin@ lc.gt.com. ¤ BusinessFocus

Jul/Aug

|

15


MONEY MATTERS FOCUS ENVIRONMENTAL

GTM Invests In New Regional Head Office Building In Saint Lucia

GTM invests in new regional Head office building in saint lucia GUYANA & TRINIDAD MUTUAL GROUP OF INSURANCE COMPANIES Insurance You Can Trust For All Of Life’s Challenges Officials of Guyana and Trinidad Mutual Group of Companies (GTM) have broken ground in Castries, on the construction of a new state-of-the-art, multi-million dollar divisional headquarters. The company says it decided that Saint Lucia was the best place to grow and expand in the Eastern Caribbean. According to GTM, the construction phase will run for twelve months, and will employ scores of Saint Lucian workers at all levels. The new Eastern Caribbean divisional headquarters is being constructed on 54,000 square feet of land in Choc Estate, close to the highway and Choc beach front. The project was awarded to a local contractor as GTM plans to making a solid commitment to the Saint Lucian economy, and the decision to construct the sub-regional office for the Eastern Caribbean comes following an extensive and rigorous review process, resulting in the conclusion that Saint Lucia was the best place for the company's next expansion. “This initiative represents a substantial investment in Saint Lucia, and the Eastern Caribbean for GTM,” noted Saint Lucia Branch Manager Kirk Maraj. BusinessFocus

Jul/Aug

|

16

The Choc-Estate Eastern Caribbean divisional headquarters is being constructed on 54,000 square feet of land. The project was awarded to a local contractor and was locally designed as well. The construction phase will run for twelve months and will employ scores of Saint Lucian workers at all levels. “We are not only changing the skyline of Choc Estate but more importantly, deepening our roots in the Saint Lucian economy,” Maraj exclaimed enthusiastically. Being constructed in accordance with the ‘going green’ environmental standards, the modern reinforced concrete building, framed with a glassy envelope on a commanding corner lot, will be energy efficient. Headquartered in Georgetown Guyana in 1880, the GTM group of insurance companies established its first office in Saint Lucia in 1954. In 1998 the company acquired the first national life insurance portfolio. GTM operates in three locations in Saint Lucia namely Castries, Vieux Fort and Soufriere. ¤


First Citizens Investment Services

The Generation Of Wealth Let First Citizens Investment Services show you how to create lasting wealth for yourself and those who follow in your footsteps. Call or visit today to benefit from our expertise: consultancy, financial planning, risk management, investment products and services. Trinidad & Tobago 1 (868) 622 3247 | 1 (868) 657 2662 St. Lucia 1 (758) 450 2662 Barbados 1 (246) 417 6810 First Citizens Investment Services Limited is a licensed broker/dealer in the Eastern Caribbean Securities Market and is also incorporated in Barbados as First Citizens Investment Services (Barbados) Limited.

1 (868) 62-FIRST (623-4778) | www.firstcitizenstt.com/fcis/wealth-management | advice@gynosis.com

BusinessFocus

Issue date: November, 2016

Jul/Aug

|

17


MONEY MATTERS

About his appointment as Managing Director of 1st National Bank . . . It’s definitely a proud moment for me and my family. We have come full circle back into banking after six years out, and before that, ten years with FirstCaribbean, travelling the region from Belize to Barbados and meeting customers from many islands.

Johnathan J. Johannes: In His Own Words 1st National Bank’s New MD Says Sector Is Ready For Change

Johnathan J. Johannes: In His Own Words 1st National Bank’s New MD Says Sector Is Ready For Change In his last LinkedIn profile, written as OECS Sales Director at the region’s largest retail chain, Grupo Unicomer better known regionally as Courts - Johnathan Johannes shared his five-year professional goal to “spearhead a major Caribbean financial services institution or a retail/ sales organisation in a capacity as Managing Director”. So said, so done, as they say, and now this “One-OfA-Kind Sales Leader” is planning to be the catalyst for fundamental change in Saint Lucia’s banking industry. Sitting down with 1st National Bank’s new MD just a week into his tenure, Business Focus had plenty of questions in mind to ask the self-described “proven senior banking and retail expert” as he takes the reins, But as we found out, this articulate, gracious and experienced finance professional needs no prompting when it comes to his vision for “the most indigenous of Saint Lucia’s indigenous banks”. In the first of a series of exclusive articles for Business Focus, Johnathan Johannes shares some of the lessons he’s learnt, the challenges he faces and his optimism for 1st National Bank’s future success. BusinessFocus

Jul/Aug

|

18

I think it is time to apply all that I have learned over the years to drive the success of a St. Lucian Bank. I feel honoured and proud to serve Saint Lucia, to serve this team, and to lead 1st National Bank. On the recent detour from “career banker” to retail sales director . . . Most people tend to get into banking — especially in the Caribbean — as a career for life, or they come from one of the ‘big five’ accounting firms. I started as a “career banker” but realised that to get a broader sense and a better understanding of the business world, I must transition to the senior level of a company that is the client of a bank, which meant leaving banking and joining a company that needed the services of a bank. When I looked at it, the closest industry where my banking skills would readily translate and almost guarantee my success was retail. Here I was, a retail banker with sales as a key focus, and it seemed to me that my skill set would translate better to retail than it would in the tourism and hospitality sector or even manufacturing. I felt strongly about retail, it seemed like a second calling. What stood out about the opportunity to join Courts was the fact that, at its very core, Courts is a finance company, so I could hone my skills in sales and bring something of my banking background to the table, while still practicing the process of lending, if I can describe [consumer credit] like that. As it turned out, corporate retailing enabled me to see the customer’s experience from the other side of the counter, not being the banker, but being the client of a banker. It gave me a whole new approach to how you treat customers, whether your products and services are right for the wants and needs of your clients. I think what the banking industry lacks is a focus on the needs of our customers, and evolving to satisfy those needs in a quick time. What I enjoyed about retail was the agility of the industry, and I think this has to do with the mindset of operating in an environment that is not heavily regulated, as opposed to financial services where we have central banks, ministries of finance and finance authorities in each jurisdiction to answer to. There is a tendency sometimes as bankers for us to believe that our hands are tied and we must rely on — or hide behind — regulators, regulations and laws, when really and truly, there is still opportunity for us to be agile, to be first for customers, seek ways to satisfy customer needs, even within the existing regulatory framework. It’s not that our regional bankers aren’t innovative. If you look at some of the products Saint Lucian and other Caribbean banks have brought to market, they are very innovative. But where we seem to lack creativity is in the lending field, with plain old vanilla mortgages, car loans and so on. In that respect I think we could look outside of our industry and learn from retail, where


they have latched on to Internet to develop online retailing faster than most industries, introduced virtual and augmented reality to improve customers’ experience and changed the entire industry to be one bent on exceeding customers’ expectations. And what selling sofas and stoves has taught him about banking . . . Take for example our team here at 1st National Bank. We have great people, from the Drivers and Office Attendants all the way to our Executive Team, and I’m really happy to work with them and to be a part of this great team. That said we need to ensure that our employees are always excited about serving our customers.

I believe that as time has progressed, most Saint Lucians have looked at the landscape and seen some of our leading Saint Lucian brands get absorbed by other regional entities. But I think Saint Lucians are waking up and taking stock. They would like to see a strong Saint Lucian brand remain Saint Lucian, and even be the brand to go out there and absorb some other regional players.

We need our employees to understand that the customer will determine our future success. So a key priority is listening to our customers. This moves me to a second key priority… we truly cannot ask our employees to work at a world class level and pass this experience on to our customers if we don’t treat our employees as world class employees. So the second thing that I see as being a focus during my tenure in the coming years is to get our employees excited about being part of this brand, about being part of 1st National. These two points anchor my simple management philosophy: We want to engage our employees, listen to our customers, and try our best to put into action what these two important groups have to say. I always tell people that I don’t have the licence to solve all the problems any organisation faces, but between our customers and our employees, we can, not only identify every problem that we have, but we can also identify and apply the correct solutions. About Andy . . . Editor’s Note: At going to press, it was almost a year since the untimely and sad death of Johnathan’s predecessor, colleague and friend, Andy Delmar. The two came to FirstCaribbean after the merger between Barclays Bank and CIBC, and became two of the rising stars of the new regional corporation, as told by Business Focus in 2006. JJ was visibly moved as he spoke of Delmar, and the motivation that comes from the memories of their friendship. If you look at Andy’s background, you realise that we come from the same place. We both cut our teeth at FirstCaribbean — he was from the CIBC side and I came from Barclays Bank — but nonetheless, I think the friendship we formed was a bit like the merger of the two banks; a good thing. That article in Business Focus was a great moment for us. I left FirstCaribbean before Andy, and came back home at a time when he was moving to Barbados. When he made up his mind to come back and head 1st National Bank as Managing Director, I remember he called me on the phone and we talked about teaming up again one day in Saint Lucia, and it’s just sad that did not get to happen.

So that sense of national pride really resonates with me and I am encouraged by the interest people are showing in acquiring an ownership stake in this company to help us build a new direction and take 1st National from good to great. We are seeking to broaden the ownership across Saint Lucia, so as far as possible we want to see multiple buyers, from private citizens to small companies and other organisations, as opposed to one large institutional buyer absorbing all the shares. By the end of July we will be in a position to make an announcement and communicate all the information and instructions for Saint Lucians to purchase shares in this most indigenous of financial institutions. In the next issue of OECS Business Focus: Johnathan Johannes: In His Own Words talks about the threat of de-risking by the correspondent banks, the benefits of a strong regulatory framework and the economic challenges faced by the Caribbean if current trends continue. ¤

But I think that Andy would be happy with me being here, and I take comfort in the fact that I wake up every day knowing that not only do I have to make my employees, shareholders, board of directors, Saint Lucia and my family proud, but I also want to do good for him. And last but not least, a sales pitch . . . There’s been a lot of demand from individuals, existing shareholders and their families, even corporate Saint Lucia, for us to issue new shares and widen the ownership of this institution.

BusinessFocus

Jul/Aug

|

19


MONEY MATTERS

CDB Governors Highlight Environment, Gender and Private Sector Growth

CDB Governors Highlight Environment, Gender and Private Sector Growth As the 47th annual meeting of the Caribbean Development Bank (CDB) closed in Providenciales, the institution’s governors identified environmental sustainability, gender equality and private sector growth as key priorities for the region. They also challenged CDB to pursue bold and transformative social and economic change that can make a tangible difference to the lives and livelihoods of Caribbean people.

portion of infrastructure projects now include gender components that screen for differential gender impacts,” Smith said. Private sector operations also received considerable attention from governors, aligning with CDB’s position that private sector growth must be a cornerstone of Caribbean development.

During the meeting held in May, governors received an update on critical operational developments that could have implications on CDB’s day-to-day management, and considered strategic shifts that could enhance the bank’s effectiveness and responsiveness to its borrowing member countries (BMCs).

The president noted the bank’s work to identify and tackle impediments to business development, including collaborating with development partners, including the Inter-American Development Bank through the Compete Caribbean project. CDB, he mentioned, is also supporting reforms that improve customs logistics, and ultimately reduce the cost of doing business.

Governors noted the acute environmental vulnerability of the region and urged CDB to continue to play an important role in helping its BMCs build resilience. President Dr William Warren Smith said CDB’s commitment to this role was evidenced during the meeting, at which CDB signed an agreement with the European Investment Bank (EIB) for the second climate action line of credit.

In his reply to governors’ statements, the president said that expansion of the bank’s membership, both borrowing and nonborrowing, could deepen CDB’s impact through funds such as its Special Development Fund (SDF), which is the largest pool of concessionary resources. Through the SDF, the bank tackles deepseated poverty in some of its most vulnerable BMCs.

“This will facilitate increased climate-proofing of critical infrastructure in the Caribbean. The line of credit for €100 million is the largest single loan made by EIB in our region. We are very encouraged by the strong statement of confidence in CDB that this line represents,” the president said in his closing statement.

“New BMCs will have the effect of increasing support for the SDF, and augmenting capital while providing portfolio diversification opportunities. New non-BMCs, which are investment grade, would also expand the callable capital base and undergird the bank’s market rating,” he noted.

He also noted CDB’s partnership with CCRIF SPC on the integrated sovereign risk management project, which aims to enhance the countries’ ability to take account of the full spectrum of risks they face and make adjustments to their risk management strategies.

Smith also urged the governors to think about wider issues that could stymie the pace of membership expansion.

The bank’s governors also highlighted the importance of elevating gender as a core development priority within the context of the Sustainable Development Goal 5. Under the United Nations’ 2030 Sustainable Development Agenda, governments, including those of the bank’s member countries, have committed to achieving gender equality and empowering all women and girls. “We continue to make significant strides in achieving genderrelated development outcomes. The percentage of projects that have been gender-mainstreamed is almost 100%, and a large BusinessFocus

Jul/Aug

|

20

“Within this context, we must think about how we, as a region, can look outward even as large countries look inward. For me, this will undoubtedly determine how we go forward. These times require us to be bold and ambitious. Harnessing the future requires us to shed some of the inaction of the past,” he said. During the closing ceremony, the chairmanship of the board of governors was handed over from the Turks and Caicos Islands to Grenada, where the 2018 annual meeting will be hosted. Germany and Mexico will serve as vice-chairs of the bank’s board of governors. ¤ Source: CaribbeanNewsNow.com


COMPUTER WORLD LTD COMPUTER WORLD LTD Bois D'Orange Tel 1758-458-4551/2 Fax 1758-458-0496 Email: sales@computerworldslu.com

Castries , Lower Jeremie St Tel: 1758-451-1010 Fax 1758-451-1212 Email : salescastries@computerworldslu.com

Vieux Fort Daher Plaza Tel 1758- 484-3338 Fax 1758-484-3337

Website: www.computerworldslu.com

Established in 2001 in Saint Lucia, Computer World is a company committed to enabling the people of Saint Lucia and the region to access cutting edge computer technology, in order to develop and take advantage of the many opportunities in this increasingly advanced technological age. As one of the leading Information Technology companies on the island, Computer World is committed to providing the highest quality products and services to meet the needs of its clientele and exceed their expectations. The company prides itself on exceptional after-sale service and support to complement the range of product and service offerings. They endeavour to carry the latest products released in the marketplace, and strive to cater to the needs of various age groups including children. To this end, Computer World’s product range includes basic computers and accessories, as well as high-end products to satisfy technology savvy and sophisticated clients. From tablets with the latest IT apps and gadgets to enhance learning and provide fun for children, to smart televisions for family entertainment, their technology products are complemented by an assortment of excellent office furniture and stationery to enhance the workplace environment. Acutely aware of the need to enhance security both at home and in the workplace, Computer World provides surveillance equipment of all sorts to help secure the valuable assets of our clientele.

HP is a leading global provider of IT solutions and products. Computer World became an HP Global Partner which requires attaining and maintaining stringent quality and service standards to all our customers.

Computer World is an exclusive Apple Authorized Reseller (AAR) which sells genuine apple software and hardware products Exclusive Apple Authorized BusinessFocus Resellers For Saint Lucia

Jul/Aug

|

21


Blue Waters On A New In Social & Blue Waters On A New Course Course In Social & Educational Initiatives Educational Initiatives More than a year ago after Business Focus Featured Ramon Esper and the story of Blue Waters in Saint Lucia, the company stands ready to give back to the community even more now than in its first three years. Blue Waters quickly became a household name from 2013 after the opening of its bottling plant facility in Massade, gros-islet. This year Mr. Esper has continued to improve the bottling facility with state of the art equipment, looking to increase production to better serve the growing clientel, complete with a newly colourful, re-energized logo. Business Focus recently sat down with Aida Azaire, Blue Waters' brand new Brand Coordinator, who was full of exciting plans, and Keitha Chiquot, who has been HR Supervisor since the company opened its doors in 2013, to find out what has changed over the past year, and what Saint Lucian consumers can look forward to in 2017.

New Sizes, More Value Since the Blue Waters bottling plant came on stream in 2013, its status as a local manufacturer has enhanced the company's ability to react faster to fluctuating demand and the changing habits of Saint Lucian consumers. Staying well-hydrated is recommended by nutritionists as crucial for health and comfort, so Blue Waters has introduced new sizes which offer the consumer more value for their money. The handy 410ml and 710ml sizes are 10% to 15% larger than other brands, and Aida reports that happy customers have responded well to the initiative.

BusinessFocus

Jul/Aug

|

22

Under the umbrella of Blue Waters come other products like zesty, refreshing Cranwater and Angostura Lemon Lime Bitters, everyone's fizzy favourite Ting and nutritious Giant Malt, both of which are made in St Kitts, and Disney Malt, healthier for kids, and packed with vitamins and minerals.


Health Benefits of Drinking Blue Waters

Giving Back

Although it's a simple and well-known rule that eight glasses of water a day is good for general health, everyone knows someone who simply doesn't like to drink the clear, pure stuff of life. Blue Waters is pure, pH-balanced and sodium free, so drinking the amount recommended by the experts has untold health benefits. 1. Increases Energy & Relieves Fatigue “In 2017, the main focus for Blue Waters is developing Blue we Waters 2. Promotes Weight Loss social programs, providing sponsorship and ensuring 3. Flushes Out Toxins do our part to contribute to the upkeep of the environment through clean up campaigns. Blue Waters will 4. Improves Skin Complexion continue to work towards creating a better Saint Lucia by 5. Maintains Regularity focusing on the areas of arts & culture, education, sports, 6. Boosts Immune System youth development and empowerment.” 7. Natural Headache Remedy 8. Prevents Cramps & Sprains 9. Puts You In A Good Mood Although a recent recruit to the Blue Waters' team, Aida is quick to list the ways in which social responsibility is intrinsic to the company's mission. This year will see an increase in support for community projects, sports events and school outreach, pushing an agenda of health, youth issues and conservation.

Guaranteed Good

"Blue Waters remains committed to delivering products of the highest Quality and Food Safety standards. We are certified by the International Bottled Water Association (IBWA) and NSF International which are the hallmarks of Quality and Food Safety for bottled water. "Furthermore, we subject ourselves to weekly quality analyses on random samples taken and tested by CARIRI. Our multi-stage water purification process produces water free of contaminants and surpassing international standards." 100% Local

NEW LOOK, SAME GREAT TASTE

Environmentally Friendly 11% Less Plastic Wider Mouth Easier to Open

BusinessFocus Follow us @bluewatersslu

May/Jun

|

23


Fast Cash

BusinessFocus

Jul/Aug

|

24


BusinessFocus

Jul/Aug

|

25


Feature From Twill To Technology

FROM TWILL TO TECHNOLOGY HOW J. E. BERGASSE BECAME A HOUSEHOLD NAME

After more than a century trading in Saint Lucia, the name is synonymous with hi-tech products and services, but how did it all start for J. E. Bergasse and Company? The path to success was long, eventful and includes dress fabric, beer and photocopying. Without a doubt, Joseph Edgar Bergasse was a business visionary. He was also the founder of the company known today as J. E. Bergasse and Company, established in the beginning as nothing more than a storefront, offering fabric and a little clothing. This humble ‘mom and pop’ store was destined to become a cornerstone of business development in Saint Lucia, and a retail outlet for dozens of household names in food and alcohol and tobacco. Throughout the sixties and seventies, brands including Heineken, Johnnie Walker, and Xerox were added to J. E. Bergasse and Company already impressive vendor partner list. But the best was yet to come. As with any company that can trace its roots back

BusinessFocus

Jul/Aug

|

26

fifty plus years, there were tough times and adversities along the way. Perhaps the biggest challenge came in July 1984, when Windward and Leeward Brewery, brewers of Heineken under license, decided to change their distribution model. At the time, distribution of Heineken beer alone accounted for an astonishing 56% of J. E. B.’s overall revenue, and its loss very nearly caused the demise of the company, which continued to struggle through the eighties and early nineties. But a change in focus saw J. E. Bergasse and Company exit wholesaling and distribution of food, alcohol and tobacco products altogether. With the dawn of the eighties came the personal computer and the company secured the distribution rights to IBM, shifting its core focus to Office Technology and bringing about a change in the company’s fortunes. As the old saying goes: “There is nothing so powerful as an idea whose time has come.” And as Anthony Bergasse tells it: “The idea was right and the time was . . . right now!” Since then, J. E. Bergasse and Company has become a ‘Single Source Provider’ of technology and office products for the modern technological workplace, and is considered the


clear leader in today’s Saint Lucian marketplace, with a workforce of ninety-six staff across the group. However, the key function of J. E. Bergasse and Company as a business enterprise goes beyond supplying technology and products to clients. The core business is embracing, understanding and providing clients with enabling technologies and products that facilitate greater efficiencies in both the public and private sectors. This is achieved through the employment of leading edge products, technologies and services that clients need to manage their work more efficiently and effectively, whatever the situation. To enable this, the company represents leading names in technology including Xerox, Lenovo, Lexmark, HPE, Aruba and RISO. In 2007 the company launched its Office Supplies and Stationery Division, creating a

complete one stop source for customers and all their business requirements. In 2012, a business-to-business, or B2B e-Commerce service was introduced, enabling customers to order products from the convenience of their desks, 24 hours a day, 7 days a week. B2B technical innovation allows customers to cut down on paper, and speeds up many daily office routines, which in turn gives them more time to better focus on their core business. J. . Bergasse and Company serves an extensive and diverse customer base drawn from the public and private sectors. The company has a highly trained team providing full sales and after-sales service and support for all the brands it represents. J. E. Bergasse and Company has consistently sought to innovate and complement its range of products and services to suit the changing needs of its customers and will continue to do so.

J. E. BERGASSE: A REASSURING NAME BEHIND INSURANCE FOR SIX DECADES It was in the early 1950s when the still-working Septuagenarian Joe sent his youngest son, Peter to the United Kingdom to study insurance. There was nowhere better to further on-the-job training than with the Guardian Royal Exchange Assurance Company, a bastion of professionalism and world class standards.

Agostini Insurance Brokers (St Lucia) Limited is one of the longest standing private sector insurance brokerage firms on the island, incorporated as a Saint Lucian company in 1992 as a joint venture company between the locally owned J. E. Bergasse and Company Limited and Agostini Insurance Brokers of Trinidad and Tobago.

On Peter’s return to Saint Lucia, the Insurance Department of J. E. Bergasse was born. Steeped in the traditions which had made the Guardian Royal Exchange a trusted name, it was no surprise that through following these rigorous standards, the new division flourished and has continued to grow to the present day, as the name of J. E. Bergasse continues to be associated with quality insurance services.

United Insurance Agents (Saint Lucia) Ltd is the sole agent in Saint Lucia for Massy United Insurance Ltd, one of the leading general insurance companies in the English and Dutch-speaking Caribbean. Massy United Insurance is headquartered in Barbados, registered in 14 countries and serves its clients via a network of agents, sub-agents and branches across the Caribbean. BusinessFocus

Jul/Aug

|

27


Feature

Anthony Bergasse

Anthony Bergasse: The Mango Doesn't Fall Far From The Tree The Mango Doesn’t Fall Far From The Tree By: Dee Lundy-Charles After twenty-two years as Managing Director of J. E. Bergasse and Company Ltd., the grandson of the founder has taken the family business from wholesaling "beer and a few other things", to supplying hi-tech office equipment and cutting edge services to support Saint Lucia's 21st century commercial needs. In this exclusive interview with Business Focus, he shares some difficult memories, a few harsh lessons and an abundance of optimism for the future development of the company he loves to lead. In 1979, as Saint Lucia was approaching independence and a new sense of nationalism was in the air, Anthony Bergasse was cutting his commercial teeth in Canada, a twenty-three year old Finance and Economics graduate with a penchant for the burgeoning field of "technology", although perhaps at that time the phrase had not yet been coined. After four years at the University of Windsor, Ontario, Anthony’s work experience included financial account management for Peat, Marwick, Mitchell & Company, and for 3M Canada, both based in London, Ontario, where he held a variety of positions culminating with that of internal auditor. Anthony was called back to Saint Lucia in 1983 by his father, Peter A. Bergasse, at a time when the company was transitioning to a computerised financial accounting system and the J.E.B. management team needed someone to oversee the successful implementation and rollout of this new software. A self-described 'nerd' who could see that the burgeoning technological movement was the future, Anthony set about modernising the family company; he jokes that there was no such thing as a desktop computer back then, and the "state-of-the-art" back-of-house system was hosted on an IBM System 34 computer that took up almost half a room. J. E. Bergasse and Company, along with LUCELEC, was joint first to bring an IBM System 34 to Saint Lucia, but according to Anthony, although the intention was good and the strategy sound, unfortunately the move was ill-researched and the timing a little off because of the imminent arrival of personal computers into the office environment. Also the complex software was not entirely appropriate for a food, alcohol and tobacco wholesale operation, so needed to be widely bastardised to fit the actual needs of the business. Looking back, and with the clarity of hindsight, Anthony states that assuming the role of financial controller was a big responsibility for a young person, and despite his almost ten years at school and work in Canada, he knows now that it was

BusinessFocus

Jul/Aug

|

28


His destiny may always have been to continue the family name,

but everything changed the day his father died, and the future of J. E. Bergasse and Company was thrust into his hands.

an inordinate amount of pressure. With no handover from his predecessor, and a brand new “hi-tech” system replacing the manual one the company had used for decades, he walked into a disaster without the experience that was needed. Although he describes the exercise as a "dog's breakfast", the computerisation of the company's systems did pay off in terms of billing and managing customer accounts, but his first ten years in the family company was anything but straightforward, and included another accounting system overhaul that would really begin the transition of J.E.B. to a technology company. Twelve years after he returned to the island, Anthony Bergasse was to assume the role of Managing Director, following the unexpected death of his father from a heart attack at only sixty-two years old, during his regular morning workout on the treadmill. It was a dreadful shock to the family, the company and the broader community in Saint Lucia, where Peter Bergasse had been a beloved friend, respected business leader and influential member of the Catholic church. When he was studying and working abroad, Anthony Bergasse had always known he would come back and settle in Saint Lucia, although perhaps the timing would have been different. His destiny may even have been to continue the family name in a new personal venture, but everything changed the day his father died, and the management of J. E. Bergasse and Company was thrust into his hands. “Being the eldest in the family sometimes you just step up to the plate and fall apart later when you have time, he recalls. “There were areas that needed attention and could not wait, so you do what you must.” But the man describes himself in one word as "driven", so the grandson of J. E. Bergasse embraced his new role as MD of the family business with the same passion for excellence and open-minded curiosity that has defined him as one of Saint Lucia's most successful executives of the past three decades. As wholesaling trends changed and more than fifty percent of the revenue disappeared when Heineken decided to take over its own distribution, the company lost other lines and was being held afloat by the insurance businesses that had been part of the portfolio from early days. Anthony Bergasse kept his eye on the big picture, the next opportunity and the newest innovation. The time for food and beer was over, and it was time to reinvent the brand. As the 1990s were in full swing, the name ‘Bergasse’ had becoming synonymous with hi-tech names like Xerox and IBM, and under Anthony’s strategy for

diversification, additional world-class brands were brought to the Saint Lucia market, including RISO, Lexmark, Lenovo and more recently HP Servers, broadening the focus on ICT. He instigated perhaps the single biggest game-changer for J. E. B. by suggesting the family sell the historic home of the company on Columbus Square in Castries, now Sir Derek Walcott Square, and construct a modern headquarters in Vide Bouteille for the reinvented company, including its popular Document Centre. In February 2002, the staff moved in and a new era was symbolically celebrated. Bringing the benefits of technology to the Saint Lucian public via The Document Centre had been an early mission of J. E. Bergasse and Company, and it quickly became an indispensable resource for businesses and other consumers. Over the years of his tenure, each piece of equipment and software added to its portfolio was hand-picked by Anthony Bergasse through extensive research and study of market trends. “Our Document Centre mission is to enhance the output and brand of businesses in Saint Lucia. The Document Centre enables customers to stay local with their marketing needs. They can focus on their core business and let J.E.B. handle the print,” he explains. The Document Centre has evolved from a place for photocopies to a full-service document shop, powered by Xerox. It continues to remain the island’s favourite go-to source for any and every type of print, scanning, copying and creative design, provides graphic arts professionals, as well as production of just about any application required in the market. More recently, J. E. Bergasse Group has expanded its reach with the latest in consumer convenience - the SurePay brand - which allows utility, phone and other payments to be made in one place and one payment. The SurePay network covers every part of Saint Lucia, with locations in supermarkets and other high traffic points. It took three years to break even, admits the boss of Bergasse, but is now well-entrenched in the market, and the service will be enhanced within the next couple of months when customers will be able to pay their bills through SurePay online. Searching for that new opportunity is what keeps him going, says Anthony Bergasse; it's an attitude he saw in his father, and in Hollis Bristol, the Chairman who has been there from the very beginning. "It's a question of staying current, and that means travelling to trade shows every year to see what's BusinessFocus

Jul/Aug

|

29


Feature

". . . randomly colourful socks make an appearance once a week, featuring monkeys or slogans or splashy geometric shapes . . ."

happening in the industry, to network and generally keep ahead of the trends. People say I travel a lot, and it's true, but the inspiration has to come from the big markets which tend to dominate the direction that any innovation takes simply because of the volume of consumers�.

And despite that straight-laced exterior and conservative tendencies, there's a superstar side of Anthony that appears annually in a musical production put on by the Rotary Club of Saint Lucia's all-singing, all-dancing ensemble of local business folk called the 'Calabashers'.

And apparently it's a winning formula. Since 2002, J. E. Bergasse and Company Ltd. has delivered consistent yearover-year revenue growth. When asked to define leadership, Anthony has a clear view on what sort of a leader he is.

A man of many talents indeed, as well as some serious personal style quirks, like the single diamond stud earring in his left lobe, and randomly colourful socks that make an appearance once a week, featuring monkeys or slogans or splashy geometric shapes. At sixty, he is absolutely comfortable in his own skin, although admits to acknowledging his mortality as he reaches the age at which his father succumbed to heart disease. About ten years ago, Anthony made the decision to get fit and healthy, dropped sixty pounds by changing his diet and headed for the gym. He lifts weights three times a week minimum, runs occasionally and credits the regime with reenergising his physical health and stamina ever since.

"It's all about example - what you do is more important than what you say," he muses. "You can't expect people to do things if you aren't prepared to do them yourself. You have to instill confidence in where you want to take the company and have faith in the people you are leading. I have confidence in my team, and there is a reciprocity in that they know I will always make decisions for the good of the company, not necessarily what's right for me." As for the juicy details of his private life? Despite the sleek, white Mercedes Benz (which he admits might be a little over-specced for the pothole fiesta that is Saint Lucia's road system) and the gadget-geek penchant that takes him on regular business trips, it's all about J. E. Bergasse for Anthony M. Bergasse. An avid and adventurous sailor in his youth, nowadays he runs a tight committee boat for national regattas, but has little time for recreational messing about on the water. BusinessFocus

Jul/Aug

|

30

If the actual memories of working alongside his father are slightly faded for the current MD, his predecessor and father, Peter Bergasse's legacy is burning brighter than ever before. His leadership style may be different, his delivery unorthodox, and there's a definite rebel inside the dapper suit, but it is clear from his achievements of the past twenty years and strategies for the next twenty, that in the case of Anthony Bergasse and his dad, the mango didn't fall far from the tree.¤


Everything you need for your home, from housewares to home appliances. Choose from a wide selection of Electronics, Soft furnishings, Household items & Lubeco Beds at Massy Massy Stores Stores Home

Gablewoods Mall Sunny Acres

Opening hours Monday - Thursday: 9am - 7pm Friday - Saturday: 9am - 8pm Holidays & Sundays: 9am - 1pm

@massystoresslu

BusinessFocus

Jul/Aug

|

31


Feature

Meet The Board MEET THE BOARD

Hollis D. D. Bristol

CHAIRMAN

A Lifetime Of Commerce & Service Hollis Bristol and Peter Bergasse grew up together on the streets of Castries, according to the Chair of J. E. Bergasse & Company Ltd., who joined his childhood friend in the family business on September 1, 1959 and has been a stalwart of the company ever since. Almost six decades later, it is almost impossible to keep up with this youthful octogenarian, whose experience in the insurance industry is unmatched. He has made his mark in Saint Lucia, not just as a respected professional in his field, but in the political arena as Mayor of Castries, elected representative and parliamentary secretary, among other high echelon positions. Bristol was a leading light in the Saint Lucian Chamber of Commerce and President of its regional counterpart, the Caribbean Chamber of Commerce, which acknowledged his efforts with a lifetime achievement award. He is also described by all who mention him as an outstanding cricket talent in his youth. Business Focus was privileged to interview Mr. Bristol about his lifetime in business with J. E. Bergasse and Company, and his thoughts on the company’s future. In today’s professional world, a lengthy tenure like Hollis Bristol’s is a rare find, to say nothing of the unadulterated energy and passion that still pervades the 83 year old’s conversation on the topic of J. E. B., its past history and future plans. He remembers the beginning of the association as being low in his list of priorities, as Bristol had done his schooling and was working in a bank in Jamaica. He was happy in some respects — not all — but certainly not actively seeking a change. On regular visits to Saint Lucia, Bergasse would pressure him to join the company his father — Joseph Edgar, hence the J. E. — had started and was now retired from. “Peter, boy, leave me alone!” was the response, at least initially, from the self-confessed “finance and management guy.” But eventually he accepted a proposal from Peter, and the rest, as they say, is history. Initially, the core business of J. E. Bergasse & Company was insurance. Peter Bergasse was one of the first two Saint Lucians to

BusinessFocus

Jul/Aug

|

32


We are going to continue J. E. Bergasse, that is without a doubt.

I want this company to buck the trend and continue with the third generation and beyond.

gain professional qualifications in insurance, and the new company became the agent for insurance and other physical products. They took their business regional, with the partners splitting the Caribbean islands and travelling extensively, but after Hollis married in 1966, it was time to re-strategise in order to be in Saint Lucia with his wife and their young family. All these years later, Hollis Bristol still describes his friend and business partner as one of two visionaries he has worked with in his life. The other was Sir John Compton, Saint Lucia’s first Prime Minister and wellloved “father of the nation”, who was Bristol’s political boss in government office and through his stewardship of the United Workers Party for many years. “If I go to a meeting, I don’t speak first, but I will move the resolution. I’m very good at putting thoughts together, and I have some vision, so I’m the right guy to take a concept and run with it”, says the Chairman, with a confidence and humility that lets you know that after all these years, he certainly does not need to make noise to be heard. Bergasse was always one for the big picture, and in the early days, even though the sole distributorship with Heineken was generating more than fifty per cent of the company’s revenue, it was his idea to persuade the island’s favourite beer company to build a brewery in Saint Lucia. Windward & Leeward Brewery was the result, and although J. E. B. eventually lost its significant revenue stream as he knew it would, Bergasse negotiated a fifteen year “cushion” of sorts with the Dutch company, to support its transition out of the beer business. The company was on a continual quest to find demand that could be filled by J. E. Bergasse and Company, and about the same time as Heineken was winding down its distribution contract, there was a brand new opportunity appearing on the horizon.

Hollis Bristol tells a good story about the moment he came in contact with “technology” and even though he may not describe himself as a visionary, he had the vision and experience to know that this was the stuff of future demand. “Xerox got started as my client, so I went to a lot of meetings with them,” he remembers. “Technology kept growing, and I went to a meeting where they put a machine on one side of the room and a machine on the other side. They put a piece of paper in one machine and it came out the other machine. I know my limitations — I’m a finance guy and a management guy — so I came to Anthony and said ‘this thing is not good for me, you better take it over!” It was the start of a tech-transition into the J. E. Bergasse that Saint Lucians know and love to this day. Although he shies away from talking about the ‘R-word’, Hollis D. D. Bristol shares his confidence that the business he has nurtured for fifty-eight years through the thick and thin, will continue to survive and thrive when he decides it’s time for him to leave. As a third generation family company, it is his desire to show that longevity and stability are possible in a region where many local household names are being bought up by regional corporations and multinational organisations. “We are going to continue J. E. Bergasse, that is without a doubt. I want this company to buck the trend and continue with the third generation and beyond.” It’s a simple desire after almost sixty years as a cornerstone of J. E. Bergasse & Company Ltd., and when Hollis D. D. Bristol says it, there’s every chance for success.

BusinessFocus

Jul/Aug

|

33


Feature

MEET THE BOARD Anthony M. Bergasse Anthony Bergasse assumed the role of Managing Director in 1995 following the unexpected death of his father, the previous Managing Director, Peter A. Bergasse. Since taking over the daily operation of J. E. Bergasse and Company, Anthony has been instrumental in conceptualising and driving the strategy toward a more focused direction for the Company. Defining business priorities, mission and long-term strategy and aligning the Company to those goals has been a work-in-progress for the last decade. Mr. Bergasse holds bachelor’s degrees in Finance and Economics from the University of Windsor in Windsor, Ontario, Canada. He was President of the Rotary Club of Saint Lucia (1994/1995) and is a Paul Harris Fellow. Anthony currently sits on the Board of Directors for United Re-Insurance Limited and Agostini Insurance Brokers (Saint Lucia) Limited.

Mark S. Waters

Mark Waters attended the London Academy of Music and Dramatic Arts where he earned a degree in Technical Theatre and Stage Management. After his graduation in 1973, Mark began his work in the entertainment support industry, and from 1978 to 1999, he was the Founding Partner and Director of the Imagination Group Ltd. Imagination became one of the world’s largest and most highly regarded design consultancies, pioneering ‘Brand Experience’ as a new and powerful approach for connecting brands with consumers, corporations, and communities. It is a unique multidisciplinary design and consultancy based in London with offices around the world. Imagination has built its reputation on the creation of spectacular events, environments and experiences. In 1999 Mark became a Director with J. E. Bergasse and Company. He is a Non-Executive Director with Cox & Company Ltd, Board Member with the St. Lucia Tourist Board from 2009 to 2011 and a member of the St. Lucia Tourist Board Events Committee 2009 to 2016.

BusinessFocus

Jul/Aug

|

34


Gerard P. Bergasse Gerard Bergasse started his career with Tropical Shipping in 2004, as Island Manager in Saint Lucia. In 2008, in addition to his Island Manager duties, he was charged with the responsibility to develop and build Tropical’s Inter-island business. Mr. Bergasse has also been very active with implementing and supporting Tropical Shipping’s Business Continuity Plan. Mr. Bergasse was the President of the St. Lucia Chamber of Commerce 2011-2013. In his role as Chamber President, he focused on the Chamber’s mission of “Making it Easier to Do Business in Saint Lucia,” using the World Bank Doing Business as the benchmark for progress. He served on the Board of the St. Lucia Air and Sea Ports Authority (SLASPA) from 2006 to 2016. Mr. Bergasse holds a Masters in Shipping and Logistics from Middlesex University, through Lloyds Maritime Academy, U.K. He also holds a MBA from the University of Toronto, Canada and a Bachelor’s degree in Electrical Engineering from Ryerson University in Toronto, Canada.

BusinessFocus

Jul/Aug

|

35


MeetTHE The Team MEET TEAM

Feature

Charles Lee

Technical Service & Customer Support Manager

Introducing The Newest Member Of The J.E.B. Team As of July 1st, J. E. Bergasse and Company welcomed Charles Lee to the team. A native of St. James, Jamaica, he is happily married to a loving and supportive wife, Jean. The pair have three daughters, and one fun-loving, quickwitted grandson. In 1979, Charles earned a diploma in Technical Education from the College of Arts, Science and Technology [now UTECH], after which he taught Electrical Installation and Engineering Science at his alma mater, Cornwall College, for three years before moving into the field of technical support with Xerox Jamaica Limited. Charles graduated from the University of the West Indies, Mona, in 1995 with a degree in Management Studies.

He has held a number of technical and managerial positions throughout his 30 year career in the industry, including Field Service Manager for Xerox Jamaica Ltd, where he was later promoted to Technical Services Manager and served in that position for almost 10 years. He was part-owner of Computers and Controls Jamaica Limited, before being convinced to return to XEROX, Jamaica [now Productive Business Solutions (PBS)] as Customer Service Manager, where he remained for 10 years before returning to his other passion – teaching, moulding and developing young minds. Charles’ dedication to teaching, personal and professional development served him and his colleagues well, and for the last four years he has taught a variety of subjects including Maths, IT and Business Management at the Jamaican German Automotive School. Charles is excited about his next adventure as Technical Service & Customer Support Manager at J. E. Bergasse. He intends to apply his knowledge, skills and ability, combined with his passion for teaching, to coach, mentor and prepare his staff and develop them into the future leaders and managers of the company.

BusinessFocus

Jul/Aug

|

36


Theresa Belizaire

Josette Edgar

Vina Frederick

Business Development Manager

Marketing & Promotions Manager

Human Resources Manager

Responsible for managing The Document Centre and SurePay - the convenient electronic bill payment system. Business Management experience in regional and international businesses including the hotel, insurance and telecommunication industries. Outstanding success stories under her leadership include managing the implementation of the first mobile retail units in Saint Lucia and the region.

Responsible for creating a greater brand and innovative product awareness. More than fifteen years’ experience in marketing and promotions, including roles from Marketing Officer to Conference & Banqueting Manager. Her achievements in the tourism industry include execution of Saint Lucia’s ‘Jazz On The Beach’ event for four successful years, and nomination by the St. Lucia Hotel and Tourism Association (SLHTA) for the Manager of the Year Tourism Award.

Responsible for developing and implementing human resource strategy through excellent communication. Vina joined J. E. Bergasse and Company in October 2016, and her skills lie in the field of effective communication, which equips her to deal with matters relating to the interests of people. Her goal and purpose revolves around promoting and marketing the inescapable fact that businesses and organisations all work through people.

Josette joined J. E. Bergasse & Company in October 2010 and on January 1, 2011 was appointed the position of Marketing and Promotions Manager. She holds an international diploma with distinction in event planning and promotions from Cambridge University and an MBA from the Australian Institute of Business (AIB).

Vina holds a BA in Journalism and Mass Communication from the Ming Chuan University in Taiwan and now a Masters in Business Administration (MBA) from the Australian Institute of Business (AIB). She has learnt many invaluable lessons which bear directly on human resource development, personnel management, employee evaluation, employee development, compensation and rewards systems, which are all applicable to the furtherance of the Company.

During that period she established and managed customer service centres in St. Lucia, Barbados and Anguilla, which supported the telecommunications business through the Caribbean. With her regional experience and training of cross-culture she was able to introduce and manage other products to the region.

BusinessFocus

Jul/Aug

|

37


Feature

Tenesha Hutchinson

Mairi Low

Francis Plant

Sales Manager (Equipment and Solutions)

Financial Controller

Network Administrator & IT Manager

Responsible for selling the entire equipment and solutions portfolio whilst fostering and developing customer relations. Tenesha has in all aspects of customer relations, team building and delivering operational results. Her two years at J.E. Bergasse & Company have seen her achieve Equipment Sales Representative of the quarter on more than one occasion. She holds a BSc in Marketing from the University of the West Indies and is currently pursuing her Masters in Management and Information Systems from the University of Manchester. Tenesha thrives best in challenging environments as she holds this quote dearly “Ad Astra Per Aspera” which translates “To the Stars Through Difficulties”. On the personal side, Tenesha is passionate about youth development and discipline through the performing arts, with razor sharp intent she means to guide her own troupe in the near future.

BusinessFocus

Jul/Aug

|

38

Responsible for all areas of financial activity as well as co-ordination of the company’s strategic planning process. Mairi is also the Company Secretary for J. E. Bergasse & Company . Since joining the company in 1996, she has brought to the table her wealth of experience in the field of finance, with a background in auditing and accounting, having worked locally and in the U.K. with the firm of PricewaterhouseCoopers. Mairi is a Member of The Institute of Chartered Accountants in England and Wales (ACA), a member of The Institute of Chartered Accountants of the Eastern Caribbean and a graduate of The University of Liverpool B.A. (Hon) Accounting.

Mr. Plant joined the company Ltd. on September 8, 1980, as an Assistant Technician after graduating from the ‘A’ Level College and St. Mary’s College. Francis was promoted to Service Manager in 1996 and Group Network Administrator in 2007. Over the years with the rapid changes in technology, Francis has kept abreast of these changes with constant training. His attention to detail to customer service has earned him the respect of his peers. Francis was instrumental in the move and setting up of the technological infrastructure for the Company when it moved to its headquarters in Vide Bouteille in February 2002. He is a CompTia A+ Certified Technician and now holds the position of I.T Manager for the J. E. Bergasse Group of Companies.


TheBusiness Business OfOf Satisfying Customers The Satisfying Customers Feedback From J.E.B.’s Happy Clients THANK YOU to the Document Centre Team for all their help yesterday into the late evening. Their level of professionalism to go beyond by accommodating our every need with no amount of hesitance is outstanding. - Patricia Calderon, Digicel St. Lucia Ltd. A big and warm THANK YOU to your company for its monetary donation towards our annual graduation ceremony. We appreciate that you keep supporting our school every year in any way possible

Debra Ross B2B E-Commerce, Stationery & Office Supplies Responsible for driving sales of stationery and office supplies, including paper, inks, toners and small office equipment, as well as for B2B E-Commerce. Debra joined J. E. Bergasse & Company on January 9, 2012 as Sales Manager after working for eleven years in Bermuda in the office supplies industry. She has an outstanding reputation for building strong client relationships and promoting value added services and more than 30 years’ business experience. She has worked in Sales and Marketing, Logistics/ Operations, Customer Relations and Finance. Debra holds a BSc in Business and Finance from George Brown College, Toronto, Canada. She graduated from The International Coach Academy in January 2016 and is now a Certified Professional Life and Success Coach.

- Janner Serieux Austin, Teacher - Smith’s Jolly Tots Pre-School Mere words cannot express the gratitude we feel towards you and the kindness to the school. Thank you for your contribution towards the GCSS graduation. You are part of the GCSS family and we appreciate you. - The Principal - George Charles Secondary School The Staff and Students of the Dunnottar School Sports Committee would like to thank you and your organisation for the donation which made our educational trip a success. May you have a brighter future and beyond. - Dunnottar School Sports Committee The Board of Directors and staff of the NCF extend sincere thanks for the generous donation of stationary baskets for winners in the NCF Schools Chess Tournament. The recipients were extremely appreciative of the prize as it will go a long way in assisting with their preparations for the 2016-2017 academic year. - Madonna Monrose - Executive Director The on-line ordering processing is great. I like the fact that if I want something I can order it when I can and all I had to do was look at the prices online without the need to call and enquire. I could have viewed the item and price from my desktop. - Gemma Felix - Operations Clerk - CIBC First Caribbean Kudos to a J. E. B. Star Player! My interactions with your Sales Representative, Mr. Cornelius Biscombe has been nothing short of rewarding. He is a “people person” who understands the nature of his job. Mr. Biscombe juggles the elements of a professional and a comrade with much ease. He is very patient, reliable and flexible and ensures that all of his transactions are complete and mutually beneficial. Mr. Biscombe is indeed a quality representative for J. E. Bergasse and for this it is my pleasure to commend him for his flawless service. - Cheryl Rosemond - Senion Executive Officer - Min. of Physical Development, Housing and Urban Renewal

BusinessFocus

Jul/Aug

|

39


Feature

Business To Business Is Our Business!

BUSINESS TO BUSINESS IS OUR BUSINESS! LET’S COUNT THE WAYS THAT J. E. BERGASSE CAN ASSIST BUSINESSES TO GET AHEAD . . .

J. E. Bergasse and Company consistently strives to stay ahead of global trends and recognised early the shift in customers’ towards B2B e-Commerce, so in 2012 the company introduced online capabilities to increase the speed of service delivery to its clientele. Business to Business e-Commerce gives customers the ability to do business with J. E. Bergasse twentyfour hours a day, seven days a week. The B2B e-Commerce tool cuts down the time it takes to find pricing and place orders, and because there is less human intervention on the actual input of the orders, time and error rates greatly improve. Visit the website today at www.jebergasse.com With a secure login, customers have access to perform and/or review many helpful activities such as: • • • • • • • • •

Finding the service history for any piece of equipment. Placing service calls for any piece of equipment and track the service call progress. Enter meter readings for applicable equipment and see the history of all previous meter readings. Enter orders for equipment supplies. Just click on the equipment model and all item codes for consumables along with your EC dollar pricing will show for easy ordering. Enter orders for all stationery and office supplies by description or item code. Again, EC dollar pricing will appear which eliminates invoice pricing errors and makes issuing a purchase order much more accurate. Track your orders online. Re-order from previously placed orders, which eliminates searching for item codes over and over again. Obtain copies of any invoice for easy printing or electronic filing. See account balance and aging report. Get a 12-month history of purchases and payments with drill down detail.

Sales representatives simultaneously get a copy of all orders placed by our customers and can inform the customers if there are any issues with their orders. BusinessFocus

Jul/Aug

|

40


BUSINESS SOFTWARE SOLUTIONS

Did you know that high value employees spend an average of 30% of their day searching for information? Information that exists without a collaborative component serves to hinder the overall efficiency and productivity of any company. J. E. Bergasse is positioned with a team of staff which is highly-trained in identifying office workflow challenges and finding the suitable product and/or solution to alleviate them. Having the right software for the job can make a world of difference in terms of increased office efficiency and heightened productivity. We provide our customers with opportunities for streamlined simplicity and automation that only expertly designed and entirely compatible software can deliver.

THE BENEFITS OF THE RIGHT SOFTWARE

The goal is simplification. And with greater simplification comes an increased bottom line. Here are some ways the right software can help give your business a boost: Automation: Save time and money by re-allocating personnel assets to fulfill more relevant tasks. Enhanced Workplace Productivity: The right software should never complicate, but streamline and simplify tasks. Increased Security: Protect your software, hardware, business communications, files, and more with our safety software solutions. Save Time and Money: Less time wasted on performing tasks that can more quickly, efficiently, and safely be completed by software so more time can be spent focused on other, more important areas of business growth.

HOW DO I FIND THE RIGHT SOFTWARE FOR MY OFFICE?

Worried about finding the right products? The professionals at J. E. Bergasse understand that it may seem to be an overwhelming process, but with twenty years in the business of business software, they are perfectly positioned to assist. With robust software solutions combined with professional experts, you can be assured of finding the best software for your unique business challenges and goals.

MORE THAN JUST HARDWARE AND SOFTWARE Office Products • • • •

furniture, maintenance & breakroom, office supplies, office technology

Office Equipment • • • •

Computers & servers digital duplicators multifunction devices & printers business solutions

BusinessFocus

Jul/Aug

|

41


Feature

Xerox & J. E. Bergasse

XEROX & J. E. BERGASSE A PARTNERSHIP THAT CAN'T BE REPRODUCED

For more than half a century, Xerox has been a leader in document technology and services, and today it continues to build on this heritage of innovation. Innovating how the world communicates, connects and works. We live in a world where the ways we are collaborating, working and sharing information have exploded. To making sure the right information flows to the right people in the right places through the right channels is to say the least a challenge. It’s the kind of challenge that inspires the people at Xerox every day. Empowering the ever increasing need to better communicate, connect, and work together, has been Xerox mission from the beginning. Today’s Xerox is an $11 billion Fortune 500 company serving the public and private sectors that’s forever innovating how the world communicates and shares information. Every day, every moment, Xerox industry leading technology, software and people are positioned at the intersection of analog and digital and uniquely able to help organisations of all sizes around the globe, work and collaborate more efficiently where ever and however they choose. Through industry leading workflow automation, analytics, personalisation, security solutions as well as

BusinessFocus

Jul/Aug

|

42

evolving digital imaging with innovative applications like printing directly on objects, intelligent packaging and printed electronics Xerox is helping people work together, driving better results all with one mission; the same one Xerox have always had …. to set the page free whatever that page may be. The new Xerox is dedicated to innovation, services and giving customers the freedom to focus on what matters most: Real Business. The one thing that’s predictable about business is that it’s fundamentally unpredictable. It’s disordered and constantly changing – sometimes by accident, sometimes by design. One thing successful businesses do is to navigate through this unpredictability to make sure the technology, software and work process form the backbone of their organisations. No one understands this better than Xerox. Its technologies, expertise and services enable your business to operate more efficiently and effectively, whatever the situation. With Xerox at the heart of your company, you’re ready to take on the world of real business.


THE LATEST XEROX TECHNOLOGIES AT J. E. BERGASSE & COMPANY

The workplace environment is continuously progressing. Technologies and processes that were commonplace five or ten years ago are considered obsolete and outdated today. If businesses want to stay competitive, they must embrace new, cutting-edge technologies. ConnectKey® Technology is Xerox’s answer to the ever-changing office environment. It’s today’s smart workplace assistant that doesn’t just copy, scan, fax, or print, but also translates, shares, and creates electronic documents with just a few easy taps on the screen. ConnectKey® does all this with cloud connectivity. Say good-bye to scattered information, disjointed processes, isolated peripherals, and unstructured support. Whether you run a small to mid-sized business or a large corporation, our cutting-edge ConnectKey® Technology allows you to connect to other ConnectKey® Technology-enabled devices and customize your experience to fit the needs across your business. Xerox ConnectKey® Technology is transforming how employees work, giving them the freedom to solve problems, be more productive, and take on new challenges business.

XEROX® VERSALINK® FAMILY OF BUSINESS PRINTERS Xerox ConnectKey® Technology-powered VersaLink A4 and A3 business printers and MFPs represent a quantum leap forward in workplace productivity. They are designed to transform the way we work today, safely and securely. Highlights: • Ideal for small and midsize workgroups • Innovative functionality with affordable total cost of ownership • Freedom to get work done on your terms, whenever, wherever • A range of devices to choose from; black/white and color

Xerox® AltaLink® Family of High-Volume Printers Scalable and powerful for mission-critical activities, Xerox® ConnectKey® Technology-powered AltaLink MFPs are designed for demanding users with large volumes, high security standards, and advanced finishing requirements. Highlights: • Designed for midsize to large workgroups • Greater productivity from features like faster boot time and single-pass duplex scanner • An assortment of A3 color and monochrome MFPs to choose from; black/white and color Now, exclusively available to you through J.E. Bergasse & Company Ltd. Call or visit us today for more information.

Opposite Page & Right:

From the early days of reprography to the latest AltaLink® Family of High-Volume Printers, the name J. E. Bergasse has been synonymous with Xerox®

BusinessFocus

Jul/Aug

|

43


Feature Take The Stress Out Of Office Equipment With J. E. Bergasse

TAKE THE STRESS OUT OF OFFICE EQUIPMENT WITH J. E. BERGASSE

Why Do I need A JEB Full Service Maintenance Agreement? Office equipment products are designed and manufactured to deliver peak performance when properly maintained and serviced. The JEB Full Service Maintenance Agreement (FSMA) is the most cost effective way to ensure that your Office equipment receives adjustments, repairs, and preventive care from OEM -certified personnel using OEM parts.

How Can I buy A JEB Full Service Maintenance Agreement? If you are interested in purchasing a JEB Full Service Agreement, please call (758) 456-6532

What Is Covered By A JEB Full Service Maintenance Agreement? • You get support at (758) 456-6532 and receive the fastest response in the industry. Our representatives are trained to understand and resolve your issue over the phone. • A Full Service Maintenance Agreement (FSMA) ensures quick, on-site response by a OEM-certified Customer Service Engineer (CSE). • Your JEB CSE not only fixes your equipment, but also performs preventative maintenance to minimize future failures. • All parts and labor are included with a JEB FSMA, and you're guaranteed we only use authorized OEM parts. • All software, software support and diagnostic licensing fees are included in your JEB FSMA, ensuring no hidden costs, to enable the fastest possible repair. • JEB also provides you with all engineering and safety retrofits, ensuring your machine is safe and running at its peak performance

Is There An Advantage To Buying A Multi-Year Agreement? Yes! JEB Service Agreements are often discounted for multi-year agreements. Contact the JEB Service Contracts Team at (758) 456-6532 for more details.

BusinessFocus

Jul/Aug

|

44


Service & Support Offerings JEB Full Service Maintenance Agreements cover all parts, labor, software, diagnostic licenses and telephone support. You can customize your Full Service Maintenance Agreement to meet your specific needs: • Onsite coverage up to 8 hours a day5 days a week • Short term extended coverage for special project needs • Weekend and holiday coverage for routine recurring needs • Guaranteed response time to ensure critical availability • Weekend Support is provided based on specific requirements of customer. A Full Service Maintenance Agreements grants you access to our certified telephone support center and our award winning online, interactive support. For more information, call (758) 456-6532 to: • Purchase a new service agreement • Renew your current agreement • Add supplies • Inquire about any of our unique service capabilities

Network Support Services and Advanced Technical Support If your needs extend beyond equipment maintenance and repair we also offer network support and repair as well as advanced technical support to enhance all of your office product needs. Fee-based services include: • Workflow analysis and volume building • Network design and Installation • Server and workstation support • Configuration and connectivity troubleshooting • Software application and integration support

P.O. Box GR 5211 Grande Riviere Gros Islet, St. Lucia, W.I. Mobile: (758) 485-7444 Email: info@islandTEKinc.com

Island Tek

Mampa Training Institute Recruiting solution with no boundaries

Local Employment:

• PC Maintenance & Repairs • IT Hardware & Software Procurement • Wired & Wireless Network Design, Installation & Maintenance • PBX System Design, Procurement, Installation & Maintenance • CCTV & Access Control System Design, Procurement, Installation & Maintenance • Onsite & Remote IT Support • IT & Project Management Consultancy

• Professional • Contract • Coaching • Training • Domestic

Cruise Ship Employment: • Food & Beverage • Accounting • Deck & Engine

International Employment:

• The Caribbean • North America • United States • Europe

Let MAMPA Employment Agency do the hard work for you! Mampa Employment Agency & Mampa Training Institute (MTI)

www.islandTEKinc.com

39 Brazil Street Castries, Saint Lucia, W.I Tel: (758) 451 6163 | Cell:(758) 584 7262 Mampa18@hotmail.com | www.mampaagencyltd.com

BusinessFocus

Jul/Aug

|

45


Feature

Supporting You… With Graphic Designs & Printing Services To Showcase Your Documents’

SUPPORTING YOU… WITH GRAPHIC DESIGNS & PRINTING SERVICES TO SHOWCASE YOUR DOCUMENTS

WE HAVE THE SKILLS TO SUPPORT! Experienced and talented graphic artists will produce your concepts and ideas the way you envisioned them. Whatever elegance you’re seeking, chances are we have the right equipment to embellish your documents and projects for any occasion. These include binding, laminating, mounting, numbering, folding, perforating and foiling. We provide a range of banner stands for use at exhibitions, conferences, in store promotions or reception areas. J. E. Bergasse also offers a range of services tailored for architects, engineers, construction and project managers and we have a reputation for delivering according to deadlines and budgets. There

BusinessFocus

Jul/Aug

|

46

are three dedicated engineering machines to print and reproduce existing drawings in sizes from 8 ½ x 11 to A9 and over the years have enhanced rich output that combines colour, photo quality renderings with sketches, 3D illustrations, and business graphics. There is no limit to our creative services; the Document Centre provides the most modern graphics hardware and software backed up by the latest Xerox technology. Visit or contact The Document Centre at Vide Bouteille (758) 456-6559/456-6518 or Bourbon Street, Castries (758) 456-6525


The Document Centre was created as a J. E. Bergasse brand in 1999. It was conceived with the purpose of providing the Saint Lucian community with a one-stop shop for printing, copying and document production needs. The Document Centre provides high quality print on-demand services from business cards to billboards, all in vibrant colours, we scan, copy, print and offer graphic design and professionally finished services from three locations: • Head Office in the J. E. Bergasse Building at Vide Bouteille • Ground Floor, Monplaisir Building on Bourbon Street, Castries We operate with the most modern graphics hardware and software, backed up by the latest Xerox technology. In the past ten years, conference support services have been a key operation within the company. The Document Centre takes care of your every conference-planning detail, including production and delivery of documents: • Basic black & white or colour copies up to 11”x17”

• Banners

• Single copies of multiple originals

• Binding/Booklets

• ID badges or PVC cards for conferences, conventions

• Brochures/Flyers

and limited access events

• Business Cards

• Laminating

• Complimentary Slips

• Binding

• Engineering Prints/Copies

• Mounting

• Graphic Design

• Story boards

• Internet Café

• Event progammes

• Invitations

• Questionnaires

• Labels/Decals

• Personalised pads

• Laminating

• Presentation boards

• Letterheads

• Training materials

• Personalized Card

• Banners

• Wrist Bands/Tickets

• Tent cards

• Presentation Folders

• Computer and multifunction copier/printer rental

• Printed Envelopes

• Copies of presentations

• PVC Cards

• Delegate welcome packs

• Scanning

• Sale of envelopes, paper, folders, ink cartridges and toners

BusinessFocus

Jul/Aug

|

47


Feature

Fast, Safe, Free - SurePay

Safe, Free! FAST,Fast,SAFE, FREE!

SurePay is an electronic bill payment system which securely handles the distribution of the funds to billers on behalf of customers at no cost to them.

WHAT BILLS CAN YOU PAY?

SurePay has a network of payments centres at convenient retail outlets across Barbados, Guyana and Trinidad. The brand was launched in Saint Lucia on September 1, 2012, offering consumers the ability to pay their utility and other recurring bills at over 40 collection points islandwide.

HOW DOES IT WORK?

The SurePay system is constantly in communication with each of the biller’s accounting systems, updating payments to each account on an ongoing basis, which means all account information is kept current and secure. It also means bills can be paid on the day they are due and not risk penalty. Payments can also be made after the bills are due! No longer does paying bills mean writing cheque after cheque or wasting time in line after line. It now means just one simple payment at any SurePay payment centre and that’s it, bills are done.

WHERE CAN YOU SUREPAY?

See SurePay Map locations on opposite page. SurePay is simple: One stop, one total payment and the consumer receives an official proof of payment receipt for their records.

SUREPAY . . . THE CONVENIENT WAY TO PAY! J. E. Bergasse Is All About Making Your Life EASY! Did you know that some of Saint Lucia’s best-known service brands are innovations of the J. E. Bergasse Group? Although they are best known for business-to-business (B2B) solutions, the company is committed to making life easier for busy consumers. BusinessFocus

Jul/Aug

|

48


SurePay Online Coming Soon

BusinessFocus

Jul/Aug

|

49


Feature

CORPORATE SOCIAL RESPONSIBILITY EVERYONE’S BUSINESS Corporate Social Responsibility Is Everyone’sIS Business J. E. Bergasse Supports The Community With Programmes Designed To Empower Youth

Over the years, J.E. Bergasse has contributed in an informal manner to several groups, organisations, schools and individuals as part of the company’s community outreach programme. However, given the socio-economic challenges of a small island developing state, they recognised that the company could do more, and consulted with a local marketing company to assist in designing a more structured approach to CSR. The essence of the YES! programme includes donations of equipment, product, services, mentoring and other resources to schools and organisations focused on youth development and training.

Intrinsic to the J. E. Bergasse business philosophy is their Corporate Social Responsibility (CSR) Programme called ‘YES! Youth Empowered to Shine.’ According to Managing Director, Anthony Bergasse: “Social responsibility has been ingrained in the J. E. Bergasse culture since our earliest days as a company, largely because my father, Peter, and his business partner, Hollis Bristol, have always been strong advocates of corporate citizenship. As a company, we continue to balance a generous spirit with wise stewardship of the company’s resources, believing that every organisation has a civic duty to play its part in helping with development, each according to its means.” BusinessFocus

Jul/Aug

|

50

“Our education and social service efforts reflect our belief that a successful corporation must be an active participant in society. While we have always placed emphasis on education, our focus is on the youth of Saint Lucia, who have always had a special place in our hearts because they represent the future,” explains the MD. Hence the branding of the corporate social responsibility programme as YES! Youth Empowered to Shine. Over the years, J.E. Bergasse has helped and continues to help the youth of the island through a wide variety of educational and selfdevelopment initiatives: Employing summer interns; providing deeply discounted pricing on products and services to students, teachers and schools; promoting and funding members of staff in pursuit of undergraduate degrees and professional designation programmes.


Difference is doing more than what you must – it’s about “Making adoing what you can.” -Anthony Bergasse, MD Photo above: Anthony Bergasse presents a cheque to Sister Antonia David from the Holy Family Children's Home. Photo Left: Josette Edgar presents a donation to Saint Lucia's First Lady Raquel DuBoulay-Chastanet and Police Inspector Lake Of course, in a small community where the same businesses are approached year after year by all sorts of worthy causes, there can be a risk of “donor fatigue,” but the company of J. E. Bergasse is firm in its commitment to making a difference in the lives of disadvantaged Saint Lucians, and as leader of the company, it falls to Anthony Bergasse to juggle the scant resources available. “Times are challenging, our economies are not exactly robust and the outlook is anaemic at best, but now is not the time to retreat into our shells. We’re in an age of sustainable and responsible business. If it does one thing, it will show which companies are genuinely committed to ethical, responsible business,” he explains. “But this is about actually having a business in twenty years’ time. Corporate Social Responsibility will survive, because the big issues that drive companies’ social, environmental and ethical policies are not going away. So, if we believe that doing our bit to tackle these important issues is the right thing to do, we have to stick to our principles. At J. E Bergasse, our intent is to constantly lead with innovative technologies, products, solutions and service that our customers can depend upon to improve their business results. We also know that none of this can happen, or can continue to happen, without the support of our customers.

Agostini Insurance Brokers (St. Lucia) Limited

Agostini Insurance Brokers (St. Lucia) Limited

!

A specialist team, with expert knowledge, and providing professional service is what sets us apart!'

“Fortunes will ebb and flow, but no matter how we assess our own situation, there are always those who need our help.” BusinessFocus

Jul/Aug

|

51


Feature

MEMBER OF THE J.E. BERGASSE GROUP

UNITED INSURANCE AGENTS (SAINT LUCIA) LTD United FOR Insurance Lucia) Ltd AGENT MASSYAgents UNITED(Saint INSURANCE LTD

United Insurance Agents (Saint Lucia) Ltd is the sole agent in Saint Lucia for Massy United Insurance Ltd, one of the leading general insurance companies in the English- and Dutch-speaking Caribbean. Massy United Insurance is headquartered in Barbados, registered in 14 countries and serves its clients via a network of agents, sub-agents and branches across the Caribbean. In addition to Saint Lucia, this company serves Antigua, Aruba, The Bahamas, Belize, Dominica, Grenada, Guyana, Montserrat, Netherlands Antilles, Saint Vincent & the Grenadines, Trinidad & Tobago, and the Turks & Caicos Islands. Known for its financial strength, Massy United Insurance offers its clients a full range of personal and business insurance

solutions. Massy United Insurance is a member of the Massy Group of Companies. United Insurance Agents (Saint Lucia) Ltd offers a comprehensive range of all classes of general insurance through their principal, Massy United Insurance Ltd. These include property, motor vehicle, liability, marine, aviation & transport, pecuniary loss and personal accident. The agency is especially proud to be associated with two reputable companies - Massy United Insurance Ltd, Barbados - which carries a financial strength rating of A-(Excellent) from the international rating agency, A.M. Best, as well as, J E Bergasse & Company Ltd, a household name in Saint Lucia, widely recognised as a good corporate citizen and a market leader in the field of information technology. It is this unique combination of affiliations that gives United Insurance Agents (Saint Lucia) Ltd. the ability to provide the quick, efficient yet caring service for which it has become well known and respected.

Our Locations J. E. Bergasse Building Vide Bouteille, Castries (758) 456-6560 2nd Floor Vieux Fort Mall Vieux Fort (758) 454-8515 Sir Darnley Alexander Street Soufriere (758) 459-5783 BusinessFocus

Jul/Aug

|

52


Massy United Insurance

BusinessFocus

Jul/Aug

|

53


Feature

MEMBER OF THE J.E. BERGASSE GROUP

Agostini Insurance Brokers (St Lucia) Limited AGOSTINI INSURANCE BROKERS (ST LUCIA) LIMITED

Agostini Insurance Brokers (St. Lucia) Limited is one of the longest standing private sector insurance brokerage firms in St. Lucia. It is a registered Saint Lucian company incorporated on 1st April, 1992. AIB is a joint venture company between the locally owned J. E. Bergasse & Company Limited and Agostini Insurance Brokers of Trinidad and Tobago. Their mission is to match resources directly with their client’s needs and this is achieved through their expertise, both in the local, regional and international insurance markets. The company has a strategic alliance with the world leaders in insurance business. It is aligned, and is represented internationally by the world’s largest insurance broker, AON Group Limited, a family of insurance brokerage, consulting and insurance underwriting companies serving clients and policy holders through global distribution networks. AON Corporation (“Aon)” which is headquartered in Chicago, is a growth-oriented Risk Management and Insurance Brokerage Service Company, which has a major shareholding in Agostini Insurance Brokers Limited. With the global span of the technical expertise created by the network of these correspondents, in addition to the resources at their Trinidad office, there is no risk too large or too small to be effectively managed in Saint Lucia.

BusinessFocus

Jul/Aug

|

54

Agostini Insurance Brokers (St. Lucia) Limited, with its partners Agostini Insurance Brokers of Trinidad and Tobago, provide a full range of insurance brokerage and risk management services. This includes all classes of commercial and personal lines, property, motor, liability and accident risks, including group health, employee benefits and life plans. Agostini is a clear market leader and serves an impressive portfolio of clients locally for over 20 years. It has the capability, the manpower, the technical expertise and the required resources to provide their clients with the highest level of professional insurance portfolio management. The company’s proven reliability means that their clients can count on them to deliver continuity of operations no matter what the circumstances. Agostini’s competitive advantage is its people who are committed to provide a consistent quality service built around a team of enthusiastic and experienced professionals through a corporate philosophy which quite simply states: 'When it comes to our client, everything matters”.


Lucelec

Renwick & Company Ltd

Tel 1 (758) 455-8000 Ext 8054 Fax 1 (758) 452-7602 Email: customerservice@renwickslu.com contact@renwickslu.com

Your Construction Partner for Sustainable Solutions. Residential & Commercial Projects NAILS & BONDING AGENTS

CONCRETE CHEMICALS

www.renwicksaintlucia.com

DOORS

PAVER AND VENT BLOCKS

COUNTERTOPS

WATER & SEPTIC TANKS

www.facebook.com/Renwick-Company-Ltd BusinessFocus

Jul/Aug

|

55


Technology That Will Change Our Lives In The Next 20 Years

TECHNOLOGY THAT WILL CHANGE OUR LIVES IN THE NEXT 20 YEARS By: Graeme Codrington, Blogger I am a futurist. Or a futurologist, if you prefer. When I am introduced by this title, I often get inquisitive looks and furrowed brows as people ask, “what’s that?” Simply stated, futurists tracks trends, analyse data related to innovations and changes in markets, as well as bring together analysis from a variety of different disciplines including politics, economics and demographics. We do all of this to attempt to identify what might happen in the future, so that people can start preparing for this today. Sometimes we’re bold enough to make specific predictions, but most often our focus is on identifying scenarios and their implications. Futurists can do formal studies in Futures and related topics, although most of us have multi-disciplinary academic backgrounds. We can also be part of a number of professional associations that help us develop our skills and network with some of the best in the business. Obviously, it’s quite easy to identify the good futurists – you just need to evaluate the track record of their predictions. And you can also look at the detail they give in their future scenarios, and whether they’re able to make these valuable and applicable to our world today (this separates the science fiction writers from the professional futurists). Recently, Business Insider interviewed futurist Ian Pearson, founder of Futurizon on his predictions for the key new technologies we can expect to see by 2050 and how they will change the way we live. Ian has a great reputation for technology predictions at about a 10-15 year horizon, and we like his list a lot. Here is what he suggested: • We could start seeing delivery drones finally start making deliveries in the next two years. BusinessFocus

Jul/Aug

|

56

• A Hyperloop could take us in between cities in just six years. • Machines could start thinking like humans as early as 2025. • Space trips designed to send people to Mars could start taking place in 2030. • Prosthetics could get so advanced in the next 10 years they could give people new skills. • Clothing could give people superhuman skills in the next 10 years. • Virtual reality could replace textbooks during the next decade. • The smartphone will become obsolete by 2025. • Self-driving vehicles could be ubiquitous in the next 10 years. • 3D-printing could be used to construct more houses in 20 years. • People could start using robots to do housework and provide companionship starting in 2030. • We could live in a Matrix-like virtual world by 2045. • People could also become Cyborgs by 2045. • People could live in artificially intelligent homes by 2040 as well. • Super tall buildings like vertical mini-cities in the next 25 years. • We could rely entirely on renewable energy by the year 2050. • Space tourism could be feasible in 2050, but likely only for the very wealthy. For many people, this sort of list feels a little bit like reading a science fiction wish list. But we believe that this is a credible view of our near future. And it illustrates one of the key findings of our team’s research: that we are living at a time in history characterised by deep disruptive changes.


The list above provides an insight into some of the technologies that are about to disrupt our world. Three of the key areas of disruptions are: 1. The next evolution of human beings and integrating with robotics – It could be argued that we’re already technically cyborgs (part machine / part humans) as we keep our mobile phones (which are technically super computing devices) less than an arm’s length away from us at all times. They might as well be implanted – and they probably soon will be. As robotics develop, we will integrate them into our lives and then implant them too. But even if that’s a step too far for some people, we will use the Internet of Things to connect ourselves more and more to the digital devices in our lives, making our homes, cars, offices, cities and environment smarter and smarter. 2. Changes to how we travel – From drones to hyperloop trains, driverless cars to interplanetary travel, the near future of travel looks set for revolution. But maybe even more so than most people think. Driverless cars are going to go from legal to compulsory very quickly, as we realise their potential to dramatically increase road safety and efficiency as soon as every car in a system can speak to every other car. Driverless cars will also shift us quickly sharing cars. Uber doesn’t just want to take over the taxi industry, they’re actually aiming to take over all cars everywhere. If your car is self-driving, and can earn money while you’re not using it, then it makes sense to put it into Uber’s system. And when you do that, you’ll quickly realise that you don’t actually need to own a car – you can just use the closest Uber vehicle.

We’ll also need less parking spaces – you can turn your home garage into an extra room, and your workplace and the local mall can convert parkades into usable office and retail space. Changing how we travel is going to be one of the biggest game changers in the world in the next decade or so. And we know – for sure – that this WILL happen. 3. Revolutions in energy production and storage – We have been following the development of alternative energy sources for a few years. Bill Gates’ Breakthrough Energy Coalition is going to accelerate the delivery of “miracle energy solutions”, which could see the price of energy plummet in the next years. And that is a lever that will affect everything else, and especially impact the lives of the poorest people on the planet. What a time to be alive. And what a time to be a leader in the world. We need to recognise that we live at a time of deep structural change, and that we must prepare for a future that will be unlike the past. This requires confronting limiting orthodoxies, accelerating creativity and innovation, and changing not just products and processes but entire business models as well. We’re always changing, and so is the world. But sometimes the constant march of change beats to a different drum – and takes a different path. When the music changes, so must we. ¤ Source: tomorrowtodayglobal.com. First posted July 2016

Charter a boat privately for a full or half day, or join our scheduled sports-fishing tour, or whale and dolphin watching tours.

Captain Mikes Sports Fishing, Whale Watching & Pleasure Cruises Tel: (758 452 7044 Cell: (758) 716-3440

Email: captainmikescharters@gmail.com The island leaders in sports-fishing, with over 50 years experience. Captain Mike's has a history going back generations. William 'Big Bill' Hackshaw introduced sports-fishing to the island of Saint Lucia, and his son the famous 'Captain Mike', made it his own. Now the business is owned and run by Bruce and Andrew Hackshaw, Captain Mike's twin sons, who have lived and breathed boats since the day they were born. Bruce and Andrew now own and operate 6 sports-fishing boats and 2 pleasure vessels, making Captain Mike's the largest and longest running sport-fishing company in the Eastern Caribbean.

SUMMER SPECIAL

Great local rates for whale and dolphin watching and fishing this summer. Join us every Saturday for whale and dolphin watching.

BusinessFocus

Jul/Aug

|

57


BUSINESS TECH

From Innovation To Impact Empowering Caribbean Girls Through ICT

From Innovation To Impact Empowering Caribbean Girls Through ICT In April, International Girls In ICT Day once again highlighted the potential for girls to find a career development path in the everexpanding information technology and communications industry. In this excerpt from an article published on LoopJamaica. com, there is much food for thought, not only about the possibilities, but also the reality of a Caribbean regional education system that has been slow to adjust to the challenges of producing employable citizens for a technological future. Ongoing advances in ICT industries effectively make digital literacy a prerequisite for employment and entrepreneurship opportunities, which is leading to a projected shortage of at least 2 million ICT employees worldwide by 2020. Studies show that not enough young people are choosing careers in ICT - especially not enough young women. Expanding the global technology talent pool to include more women with ICT skills can help fill this gap. This means investing in girls and young women today. ‘International Girls in ICT Day’ is an initiative led by the International Telecommunication Union (ITU) Switzerland, which aims to create a global environment that encourages, educates and empowers girls and young women to pursue studies and careers in the growing ICT sector, enabling both girls and technology companies to benefit. Celebrated on the 4th Thursday in April every year, to date, over 240,000 girls and young women have taken part across 160 countries. In the Caribbean, we are seeing a growing number of companies investing in the ICT sector. Businesses such as the Microsoft Innovation Centre, provide technical services empowering people to become entrepreneurs. Global companies like Vistaprint (based in Jamaica), and several local and global BPO companies, provide jobs to support the growing global tech markets. Importantly, women are pioneering new innovations in the region. This was most recently evidenced in the mobile app development competition at PitchIt Caribbean, where all top spots were swept by women mobile tech entrepreneurs. In 2016, a woman-owned, Jamaican digital media company Listen Mi Caribbean, won the global startup award, securing investment BusinessFocus

Jul/Aug

|

58

at the US led Global Entrepreneurship Summit. Vendedy, a unique platform created by a Haitian woman, allows informal artisan producers to sell to expanded markets, and was recognised by Forbes with numerous awards. Yet, GSMA analysis confirms that although ICTs offer many opportunities for women’s empowerment and gender equality, gender gaps in digital inclusion persist in LAC countries, which remain constrained in the application of ICTs, as women who do enter tech sectors, cannot easily embrace the innovation and knowledge developed, because of the preference shown to men. Supporting the global Girls in ICT movement empowers girls and young women, giving them the confidence to pursue ICT studies and careers, making girls and young women aware of the vast possibilities ICTs offer, quelling misconceptions about the sector and inviting them to envision their future not just as ICT users, but creators. Encouraging women and girls to pursue ICT careers, fosters a more dynamic technology sector, providing extensive benefits for companies. A more gender-balanced workforce reflects the customer base more accurately, enhances productivity and innovation and leads to better financial results. Initiatives under Girls in ICT contribute to achieving country and corporate targets of the UN Sustainable Development Goal 5 on gender equality and empowerment for women and girls. The SDGs recognise that sustainable development requires close collaboration amongst government, business communities and civil society organisations. ICT can play an enabling role in the implementation of the SDGs, creating possibilities and fueling innovative actions to achieve impact in today’s digital world. The ICT Playbook states that ‘for every 10% increase in internet access, low and middle income countries see a 1.38% increase in GDP’. By creating new businesses in the ICT sector, young women can bypass limitations of national labour market boundaries and access the global market in a sector, that often offer higher salaries and lower gender-based pay gaps, than in other fields.


STAKEHOLDERS

• • • • • • •

The success of this initiative requires a shared commitment and partnership of key stakeholders including: • Private sector companies to drive innovation and direct needs across multiple industries - Telecomms, Financial services, Creative Industry, Energy sector, Agro-processing etc; • High Schools to invest in youth through innovative education approaches with an increased emphasis on STEM; • Universities and Colleges to increase the number of girls equipped to work in technology and science related fields, using higher tech skills and knowledge to attract higher value added jobs; • Government support, facilitating and providing funding to promote ICT usage and learning in schools, which can be instrumental in increasing the tech skills of girls who are outside the digital landscape, promoting local tech innovations and start-ups and encouraging the creation of local content.

What Next?

Not everything can be achieved during one day. It is therefore essential that we explore possibilities for more continuous yearlong activities.

computer science as a science requirement; Create an inclusive learning environment for introductory classes in computer science and select curriculum that that will engage students who are new to computing; Organise joint events, such as hackathons and tech camps, together with schools, universities, ICT companies and institutions; Create associations and networks for girls and young women interested in ICT and connect them to existing networks, regional and international – GirlsinTech, Coding Bootcamps, etc.; Launch mentoring initiatives connecting girls and young women to local role models; Identify gaps in girls participating in STEM and ICT training and target sponsorships for specific STEM scholarships for young women to increase learning opportunities at high school and university, thus improving the regional quality of ICT resources available for the industry; Launch ICT internship programs targeted for young women which will enable them to be recruited as the next generation of programmers and tech workers; Incubate young women entrepreneurs to spur job creation and leverage existing platforms like Startup Hubs, Microsoft Innovation Centre, etc.

These activities will contribute to long term goals to strengthen women working in the sector by: • improving skills for accessing opportunities in the virtual global economy to foster employability and entrepreneurship; • building a favourable ecosystem for the emergence and growth of youth-led start-up enterprises with a focus on the digital ecosystem to generate new jobs regionwide. ¤

Some ideas to explore: • Launch after school clubs for girls focusing on ICT skills development, e.g. coding clubs; • Caribbean ICT Mentoring and entrepreneurship initiative for girls & womens; • Include computer science classes in school curriculum and encourage their selection as electives, e.g. by recognising

T H E N EW

S AG I C O R 1 7 5

ENDOWMENT PLAN II

IN 10, 15 AND 20 YEARS

3 NEW ENDOWMENT PLANS

Sagicor

175% OF SUM ASSURED The Sagicor 175 Endowment Plan II is a suite of endowment plans which provide life insurance coverage for periods of 10, 15 or 20 years. Let the Sagicor 175 Endowment Plan II be your pathway to a more comfortable and secure future. In addition, to providing you with life insurance, at maturity, the plan pays a lump sum benefit and a bonus that are together equivalent to 175% of the Sum Assured. Contact your Sagicor Advisor at 456-1700 for more details or visit www.sagicorlife.com The Sagicor 175 Endowment Plan II is sold by Sagicor Life Inc, a member of the Sagicor Group of Companies. This product suite provides endowment policies of varying terms with bonuses that are payable at maturity. Where there is no indebtedness on the policy at maturity, the total lump sum payment (inclusive of the maturity bonus) will be 175% of the Sum Assured. Sagicor Life Inc is rated “A-” (Excellent) by A.M. Best Rating Company.

BusinessFocus

Jul/Aug

|

59


BUSINESS TECH FOCUS ENVIRONMENTAL

Weirdly Useful Apps: How Did We Ever Live Without Them?

Weirdly Useful Apps: How Did We Ever Live Without Them?

Over the past five years, we’ve all become dependent on some mobile app or other, whether it’s the de rigeur standards of Facebook and Twitter, hobbyist obsessions like Pinterest and Words With Friends, or even addictive compulsions that defy reason, like the insidious Candy Crush. App-based business models have sprung to success in the most unpredictable ways and via unorthodox channels, to the point where names like Uber and Fitbit are gaining household recognition across the globe. But apps aren’t all about fun and time-wasting. In business terms, mobile applications have become a way of life.

Don’t Rule Out Old School Apps!

NerdWallet.com includes well-known names among its top picks for Business Apps this year: For financial management, QuickBooks continues to be a solid contender for the top accounting app. It helps you run your business and provides a full sense of your company’s financial health. You can use it to track your business’s sales and expenses, view financial statements, pay employees and vendors, receivables and much more. It connects to thousands of accounts — including your business bank account, credit cards, PayPal and Square — and uploads data from these sources seamlessly. It also makes doing your business taxes much easier, as it tracks your expenses and lets you upload photos of receipts with your phone.

photos and files of any size, share your computer screen, call a group of up to 25 people and send text messages, all at a fraction of the cost of traditional telecoms. The basic version of Skype is free. If you want to upgrade, Skype for Business starts at US$5 per user per month. It integrates with Microsoft Office and allows you to hold online video meetings and calls with up to 250 people. The app is free to download and works on all devices and operating systems. For making and taking payments, PayPal continues to solidify its position among the most reliable methods of handling online transactions. The platform lets you link your credit, debit and other bank accounts to your PayPal account, making paying and getting paid quick and painless. PayPal’s standard merchant service plan is free and allows you to accept credit cards and PayPal on your site and in-store. The Pro plan costs $30 per month and comes with added features, including the ability to host and customize online checkout. Both options charge 2.7% per swipe for mobile and in-store payments, 3.5% plus 15 cents for manually entered sales, and 2.9% plus 30 cents for online payments and invoicing.

With QuickBooks Online, you can access QuickBooks on your iPhone, iPad, Android phone or Android tablet. Plans range in cost from US$10 to $24 for the first six months and US$13 to $40 per month thereafter, plus a 30-day free trial. It’s free to download with your QuickBooks Online subscription.

Staying organised is the challenge for many organisations, ironically, and Nerdwallet.com says Evernote is “the app for syncing notes across mobile and desktop devices.” Evernote’s free version lets users upload up to 60 megabytes of data per month. The Plus version costs $34.99 per year but features monthly uploads of 1 gigabyte and allows you to access notes when you’re offline and save emails to the app.

Competitors have tried to knock Skype off its videoconferencing throne, but the app remains effective and popular, with more than 8 million reviews on Google Play. You can use it to transmit

The Premium version costs $69.99 per year and offers 10 GB of data per month and many other features. Evernote for business costs $12 per user per month and comes with added features.

BusinessFocus

Jul/Aug

|

60


In A League Of Their Own: The Business App Hall Of Fame

TOP APPS OF 2016

Dropbox Boasting 500 million users, Dropbox is the most popular platform on which to store and share files on the cloud. It’s especially useful for companies that need a reliable way to share information with telecommuters.

Here are the most downloaded free and paid iPhone apps of 2016:

Top Free iPhone Apps Snapchat Messenger Pokémon GO Instagram Facebook YouTube Google Maps Pandora Netflix Spotify Music

Dropbox offers a free, basic plan for individuals and a pro plan for $8.25 per user per month. Teams with more than five employees can buy the business plan for $12.50 per user per month. It also offers free trials and works on all devices and operating systems. MailChimp This email marketing tool helps you build and manage your mailing lists, and easily create and send newsletters. You can also build and customize email templates and view performance reports about your emails. This information can help you send your customers more relevant emails. MailChimp’s pricing depends on the number of subscribers you have. It’s free to send up to 12,000 emails per month if you have up to 2,000 subscribers. Polaris Office Polaris Office is a reliable alternative to Apple’s iWork that lets you edit, create and sync Microsoft Office files from anywhere on your phone or device. The basic version is free, while the smart version costs $3.99 per month and the pro version costs $5.99 per month. The latest version of the app received a rating of four out of five stars on Google Play and was named 2015’s best app by the site.¤

Top Paid iPhone Apps

Heads Up! Face Swap Live Minecraft: Pocket Edition Facetune KIMOJI 7 Minute Workout Challenge Geometry Dash Plague Inc. Akinator the Genie Bloons TD 5

Tyrone’s Wrecker Service Bois D’Orange, Gros Islet Email: tyroneservices@hotmail.com Tel:(758) 452-9908 • (758) 719-5555 • (758) 485-9229 Tyrone Robinson, providing the most trusted and efficient wrecker services on the island, founded Tyrone’s Wrecker Service, in March 1994. The company has stood the test of time providing island wide service to individual customers and all insurance companies.

Services Provided • Towing Services • Recovery Services • Storage Services • Lock Out Assistance

24 hr Service

Tyrone's Wrecking Service

Roadside Assistance Service • Emergency Towing Services • Lock Out Services • Tire Change or Repair • Emergency Fuel Delivery • Jumpstart Services • Mobile Mechanic Services • Courtesy Car Service BusinessFocus

Jul/Aug

|

61


SOLUTIONS DELIVERED AT IBS Inc IBS Inc

Bois D’ Orange Gros Islet, Saint Lucia Tel: (758) -450-4427 Fax: (758) 458-2759 Email:info@ibsstlucia.com Web: ibsstlucia.com

SMALL BUSINESS & ENTERPRISE I.T SOLUTIONS IBS has always had the vision of bridging this gap by striving to lead our industry in the design, consulting, implementation and support of the industry’s most advanced technology solutions. This translates into value for customers through our professional solutions, outsourcing services and consulting solutions, allowing the business customer to focus on their core competencies while allowing the IBS team to take care of their technology needs.

SOLUTIONS DELIVERED AT YOUR CONVENIENCE Many businesses recognize that we live in a digital world and that there is a need to embrace the change of the increasingly digital market environment by embracing new technology which can increase business efficiency. Despite this, most executives and businesses are unable to manage the needed change. They recognize that their companies are not adequately prepared for the technological world but are either intimidated or ignorant of a way forward. Many business have a core area of competency, and seeking to implement and manage technological solutions takes their focus away from that core competency.

BusinessFocus

Jul/Aug

|

62


YOUR CONVENIENCE. OUR TECHNOLOGY OFFERINGS KEEP GROWING BUT WE HAVE THREE (3) MAIN AREAS OF FOCUS 1. Infrastructure – This would speak to cabling and the physical installation of anything necessary to make a technology solution work. 2. ICT (Information Communications Technology) – This would speak to computers, networks and communication systems. 3. Physical Security & Life Safety – This would speak to technology solutions which aid in securing assets and property as well as early detection and prevention systems for fires.

Products Infrastructure Structured Cabling - Cat5e • Cat6 • Cable TV Fiber Optics - Fusion Splicing ICT Outsourced IT Support Point of Sales Systems Design & Implementation - LAN (Switches) • WAN (Routers, VPN) • Wireless Networking (WIFI) • Telephone Systems • Video Conferencing Systems • Servers Telecommunications Consulting

IBS has chosen a number of strategic alliances with manufacturers, developers and solution providers. These partnerships were formed to be able to provide the highest quality products and services at competitive prices. Names such as Honeywell, AVAYA & RUCKUS are well recognized as offering market leading solutions which are implemented all over the world and as such can be trusted. Our staff are well trained and certified in their areas of expertise. We value our people, their integrity, their skills and their professionalism – they create our reputation and ensure the success of the company.

• Cost Management IT Security & Business Continuity • Antivirus Software • Cloud Backup • Firewalls

IBS &Inc Physical Security Life Safety Intrusion Detection Systems (Burglar Alarms) Closed Circuit Television (CCTV) Fire Alarm Systems Fire Suppression Systems • IT/Equipment Rooms • Kitchens • Fire Extinguishers Access Control Systems Electronic Gates

Awaiting 1/2 Page Advert Information or Advert

BusinessFocus

Jul/Aug

|

63


3D Printing: The Next Industrial Revolution?

3D Printing: The Next Industrial Revolution? It was in 1909 when Henry Ford, master of efficiency and standardisation, famously said that a “customer can have a car painted any colour . . . so long as it is black.” While the first Industrial Revolution introduced machines to replace hand labour, Ford helped usher in what was ultimately the principle of mass production; using those machines to produce large quantities of standardised products — an era that came to be known as the second Industrial Revolution. Today, more than one hundred years since Ford made his industrydefining statement, 3D printing is making its way forward in the mainstream and is allowing anyone to create customised products on demand at affordable prices. No longer do products need to be the same; we can now tailor products to meet our individual needs at little or no extra cost. Are today’s digital manufacturing capabilities making standardisation obsolete? Could we possibly be on the verge of replacing mass production altogether? Are we sitting on the edge of the third Industrial Revolution?

How We Currently Make Things

To better understand how 3D printing could disrupt mass production as we know it, it’s helpful to look at the fundamental differences between conventional production technologies. At its core, mass production is about scale — where the cost of manufacturing per unit decreases as production quantity increases. The principle behind this mechanism is that an investment is made toward manufacturing facilities that can typically produce multiples of the same thing efficiently. Producing (and ultimately selling) a lot of those “things” decreases the relative cost of the initial investment, which, in turn, allows the product to be sold at a lower price point to further increase demand. As demand continues to grow for a particular product, the costs of production can continue to go down, while relative BusinessFocus

Jul/Aug

|

64

Although market forecasting and million-dollar sales teams can help guide manufacturing order decisions, an estimated 30 percent of all manufactured goods end up as waste within months of rolling off the production line. Meaning, the contents in three out of every 10 shipping containers will be thrown away before ever reaching the consumer. profit margins per unit increase — a concept referred to as economies of scale. So while economic growth can be achieved when economies of scale are realised, this brings us to a fundamental flaw of mass production: Products cannot be sold until they’re produced. At the same time that these products are on their way to the landfill, production facilities in low-wage countries (including China, Brazil or Indonesia) are already working on their next manufacturing order — thus beginning again the cycle of wasted energy consumption, packaging, labour and raw materials.

Mass Production Versus 3D Printing

3D printing — or additive manufacturing — on the other hand, is fundamentally different from the bottom up. From a cost perspective, it doesn’t really matter whether each 3D printed product is the same or different; additive manufacturing has no need for standardised moulds. This allows for fully customised or even personalised products to be produced at the same cost. Of course, the flip side of this is that 3D printing doesn’t have as steep of a price drop when bringing up economies of scale — at least when compared to mass production as it exists today.


Therefore, a 3D-printed product may bring more value to an individual user, but is generally more expensive than a massproduced product. When products are produced through 3D printing they are modelled or purchased digitally before any manufacturing has taken place; production is on demand. Once purchased, the production of these products can happen locally — as local as one’s own living room, even — as 3D printers are compact and automated. Because of its locality, there is no need for stock, no need for shipping and, perhaps most importantly, no waste. With this in mind, it’s no wonder that the question has been raised repeatedly about whether the “3D Industrial Revolution” can replace mass manufacturing; creating personalised objects on demand sounds almost too good to be true. Well, in part, it is. It turns out that mass production is a remarkably efficient system that is notoriously hard to beat on standardisation and price. Apples And Pears Without question, mass manufacturing is ideal for creating large quantities of products where standardisation is beneficial. While current 3D printing technologies cannot compete with existing prices (or even quality), the core benefits of 3D printing — on demand, personalisation and design complexity — add little or no value to many product categories that exist in the mass manufacturing space. Hence, mass manufacturing systems can be expected to remain the dominant form of production in many industries. That said, there are plenty of product categories where the benefits of 3D printing are already beginning to make a

significant difference. Specifically, these include products that are made in relatively low quantities (limited scale), have a need for personalisation or are simply impossible to make with conventional manufacturing technologies. Industries such as fashion, aerospace, medicine and food have already been showing signs of disruption with the introduction of additive manufacturing technologies. The most significant benefit of 3D printing isn’t that it could replace mass manufacturing in its current form, but, rather, it will introduce an entirely new category of products. For example, take an everyday thing like Nike running shoes. All models are mass manufactured as the same product — standardised size differences notwithstanding. But with the introduction of NikeiD, the Portland, Oregon-based sportswear giant opened the door to let users customise the product specific to their needs — aesthetic or otherwise. Now imagine the near future. You’re shopping online for a pair of new shoes and the NikeiD server now contains a complete 3D scan of your foot included in your user account. It is now possible to customise your shoes not only by colour but by form, based on the exact shape of your foot. By producing the shoes using 3D printing, retailers like Nike can custom-tailor shoes specific to a user’s needs — not unlike how men have had their suits custom-tailored by hand for centuries. Because modern 3D printers can be stored within an average retail environment, or even at home, this allows for the custom shoes to be printed almost exactly at the point of purchase. ¤

EC Global Insurance

BusinessFocus

Jul/Aug

|

65


Hydroponics 101: Farming For The Future Hydroponics 101: Farming For The Future

WHAT IS HYDROPONICS? Hydroponics is a subset of hydroculture, the method of growing plants without soil, using mineral nutrient solutions in a water solvent. Terrestrial plants may be grown with only their roots exposed to the mineral solution, or the roots may be supported by an inert medium, such as perlite or gravel. The method can be implemented in places where the soil type is not ideal for the desired crop. Hydroponics uses 80 to 90% less water and nutrient than the same crop grown in soil. It uses no herbicides and generally resorts to integrated pest management (IPM) to insure the result is high quality, nutritious and safe food. Hydroponics can be installed anywhere and everywhere - in the countryside, crowded cities, poor regions and extreme conditions - to get food closer to customers, while reducing the carbon print of shipping. The technique can be used in roof top farming and therefore is very useful in areas with limited space such as urban areas. Hydroponic systems can be designed to fit all sizes of space and convert them into gardens. Considering that hydroponics will give as much as 30% more yield than soil, the smallest growing area becomes a productive hydroponic garden.

WHY GO THE HYDROPONIC ROUTE? Hydroponic systems are fast becoming a popular choice for many gardeners and farmers around the world, due to its more sustainable approach to resource usage than the usual growing methods. Here are some of the many reasons why hydroponics is taking over as a personal and commercial choice for growing all sorts of crops: The simplified hydroponic technique is easy to understand and does not require any prior knowledge to achieve concrete results. By providing constant and readily available nutrition, hydroponics allows plants to grow up to 50% faster than they would in soil. Also, fresh produce can be harvested from a hydroponic garden throughout the year.

BusinessFocus

Jul/Aug

|

66

Great for both the environment and the grown product, hydroponic gardening virtually eliminates the need for herbicides and pesticides compared to traditional soil gardening. Any water that is used in hydroponic gardening stays in the system and can be reused, reducing the constant need for a fresh water supply, so it is advantageous in drought prone areas or deserts. Arable land is often in short supply and gardening space continues to decrease. A great option when you lack yard space or have a tiny balcony, hydroponics also lends itself really well to indoor gardening. There is no crop limitation due to soil type, eroded or diseased soils and no nutrition waste due to water run-off, which in turn can lead to eutrophication. There is also less frequent occurrence of diseases because of the absence of soil which is a bacteria growth media. Higher and more stable yields, because hydroponically grown plants do not have to expend energy finding nutrients in the soil or competing for food and water, since the adequate nutrients are delivered straight to the roots. Due to container mobility, hydroponics enables the farmer to grow crops near the area of use, thus reducing transportation costs and carbon footprint. Labour intensive work such as tilling, cultivating, fumigation and watering is not required for hydroponic farming, and as automated systems develop using pumps or even computers, traditional labour costs will decrease dramatically.


WHAT ARE THE CHALLENGES? Although the use of advanced hydroponics is cheaper in the long run, the initial start up cost can be rather high as it is expensive to procure the equipment required. The hydroponic conditions, in particular the presence of fertiliser and the high humidity, create an environment that stimulates salmonella growth. The process also requires the use of uncontaminated water, which may pose problems if supply is unreliable.

FOUR HYDROPONIC TECHNIQUES Nutrient Film works best with plants that have a long root system. The system consists of a sloped channel that allows the nutrient water to be continuously pumped and circulating in the channel. Plants are suspended above with their roots dangling into the solution. This technique requires constant maintenance, as overgrown roots can block the channel and disrupt the whole process. It also requires a constant flow of nutrient solution or else the plant will dry out, so the pumps must be very effective. For this reason this method is not advisable for home gardening or developing countries.

Windward & Leewards Brewery Ltd

Dynamic Root Floating Technique (DRFT) is a non-circulatory method implemented using simple pumps, and therefore advisable for developing countries. The pump is not continuously in use, but is switched on and off periodically. The bottom of the roots dangle in the nutrient solution and specialize in nutrient uptake (technically named ‘nutriroots’) whilst the upper part or ‘aeroroots’ are not in solution and are responsible for oxygen intake. DRFT keeps the temperature constant and so is desirable for hydroponic farming in tropical and subtropical climates such as the Caribbean. Water Culture Technique requires the roots to dangle freely in the solution, although the problem of root aeration often arises and therefore an air pump is used to supply oxygen. The roots must not be exposed to light as it gives rise to nutrient-consuming algae. This technique is ideal for fast growing plants such as lettuce.

IMPLEMENTATION IN DEVELOPING COUNTRIES Advanced hydroponic systems can be intensive and expensive. But simplified hydroponic growing is much simpler and cheaper with low operational and maintenance costs. Although yields from such systems are lower in comparison to advanced hydroponics, the yield still outweighs regular farming yields. In addition, cheap and easily available materials such as fish aquarium tanks, ceramic pots and aluminum cans can be used. It is also useful in urban areas where there is limited land for cultivation. Simplified hydroponics was developed in the early 1980’s in Colombia. These projects were a success as on average a single garden made a profit of $90 in two to three months with the initial investment being $355. Since 1984, projects have been implemented in 12 Latin American and African countries, mostly funded by the UNDP and the UN FAO. ¤

BusinessFocus

Jul/Aug

|

67


Embracing Technology Trends To Advance Your Business

Embracing Technology Trends To Advance Your Business By: Tom Mukamal

No matter where we are in the world, our lives are connected through technology. Smartphones have evolved into the ultimate travel companion, housing all of your valuable information right at your fingertips. With this in mind, it is important for the marina industry to respond to this booming travel trend and capitalise on it to service our guests. At IGY Marinas, we developed a mobile-friendly site so that our guests-on-the-go still have the convenience of receiving all of our information right in the palm of their hands. Taking this a step further, we have recently explored partnerships within the mobile realm to reach our customers in a new way.

Mobile Strategy 101

While many brands have developed a mobile platform for their website, the differentiator is how user-friendly and responsive it is for the customer. We live in a fast-paced world where instant results are mere seconds and if a site is too difficult to navigate, you lose visitor engagement. For nearly two years, IGY has extended a mobile-friendly site for our guests where they can access all of our marina information, details on our Anchor Club Strategic Partners, social media platforms and more. Developing a mobile site that is easy and efficient is key, with clickable phone numbers, less pages to sift through, use of white space, search engines and colourful imagery. Additionally, the success of your mobile website can greatly impact your brand exposure when ranked by Google.

Benefits Of Mobile App Partners

Staying on top of industry trends is key, but it is also beneficial to BusinessFocus

Jul/Aug

|

68

align yourself with strategic partners who can help you achieve your goals. Developing relationships with mobile apps such as Yacht Needs and Boatyard has allowed us to stay connected with our guests virtually, while expanding our brand to new visitors. Key learnings IGY has seen are added value to your clientele, exposure for your partners and reaching multiple demographics. Providing your guests with added-value offerings not only drives returning clientele, but through word of mouth attracts new visitors. Connecting with your guests in a progressive way goes the extra mile and set you apart from the competing market. Mobile apps also make for a great tool to provide exposure for your brand partnerships. At IGY, we have established incredible relationships with industry brands through our Anchor Club Strategic Partners program and providing them with another platform to reach our clientele is a win-win for both parties. When it’s all said and done, it is also important to understand that each mobile app has its own niche, making it important to tailor your message and offerings based on the end user. Our relationship with Yacht Needs helps us reach captains and crew members, while our Boatyard venture extends offerings that would cater to boat owners as well. ¤

Tom Mukamal serves as CEO of IGY Marinas. For more information on IGY Marinas or its collection of marina destinations, visit www.IGYMarinas.com.


CROWDFUNDING HACKS FROM AN INDUSTRY EXPERT

Crowdfunding Hacks From An Industry Expert

Crowdfunding has become a popular choice of funding for many businesses in recent years. Our friends at Virgin.com caught up with Crowdfunder’s Guy Hayler to find out more about how it works and why it’s a good way to make your business idea happen. While any business can choose to crowdfund, Guy admits that there are some types of business that it would be difficult to run a crowdfunding campaign for. “I often challenge people to think of an idea that you couldn’t crowdfund for because there’s always a way you can twist and bend it. That said, things like recruitment businesses or IT consultancy firms are really hard because you’ve got to think about what they’re going to offer in return if they’re going to do rewards crowdfunding, or how they’re going to stand out if they’re going to do an equity crowdfund.” For that reason, Guy says that it tends to work best when a business does a reward-based crowdfund with a tangible product or service that they can offer to a crowd – or if they’re looking to do an equity crowdfund they need to know what will make them stand out as the next big thing. For all crowdfunding campaigns the key really is in the crowd. “The most important thing is to really concentrate on who your crowd is; you want to be generating the buzz and excitement around your campaign,” he says. “That is what will get the average Joes to come in. If you’ve got the story and the rewards, then it’s all about the marketing and making sure you go into it knowing who is going to back it, and that those people know what they’re going to do. That is arguably the most important thing that a lot of people miss, they just chuck their ideas up and hope for the best. That would be my biggest tip, go into it eyes open and make sure you’ve got the buzz.”

Support From The Experts The Crowdfunder team often help to boost campaigns that they think have potential – but what is it that they’re looking for in a project? “We’ve got hundreds of projects going live every day so it’s hard for us to say we’re going to help everyone,” Guy admits. “So what we tend to do is we let the projects get to the point where they’re going live and if at that point it’s obvious that they’ve done the hard graft in that the project immediately starts

getting support and their target starts moving straight away – they’re the kind of people we want to work with, it’s much easier for us to jump in and enhance everything that they’re doing. “It’s harder for us to commit time to anyone who’s just put it up there and they’re crawling along – it’s clear that they haven’t followed any of our tips or hints or really done their research. Time is valuable so it’s much better working with good people.” More than anything though, they look for creativity – some of the campaigns that really impressed Guy most include What A Melon Water, Moken, and Halto. “When we’re looking through the projects, we want to see a page that represents their project as best as possible, it’s got to look nice and be well-written,” he says. “Ideally people looking for larger targets would do a video so we can see the people behind the project. “To be honest, the ones that really stand out are those that you can have a bit of fun watching, either really nicely put together or they’re having a lot of fun, so it’s really watchable and really shareable.”

Stories And People And of course, with video it’s important that you’re telling a good story. “A lot of people will back a project based on the story before even looking at the rewards. It’s important to show what you’re doing and why you’re doing it,” Guy says. “Make sure the story comes through, it’s such a competitive world out there, and there are thousands of projects on the site so you’ve got to make sure that yours captures people’s imagination.” Crowdfunding is about more than just money too – it also helps to validate your idea as you can show that you have an audience and a customer already identified. If you’re looking for more investment or entering competitions like Virgin Media Business VOOM, “doing that with a strong crowdfunding campaign in your back pocket is as good as anything else. People look very fondly on a successful crowdfund.” Crowdfunder has partnered with Virgin Media Business to bring crowdfunding advice to the VOOM tour bus. ¤ Source: Virgin.com/entrepreneur/ BusinessFocus

Jul/Aug

|

69


Cool Breeze Breeze Is Is SeriousAbout AboutCorporate CorporateCitizenship Citizenship Breeze Serious Citizenship Is Cool Serious About Corporate

As a company, we continue to hear the calls for help by many citizens, and have taken on a host of projects to assist with the upliftment of our local communities. Social responsibility is an ongoing process, which requires the attention and input of all organisations and individuals if it is to make a difference to people and places where the need is greatest. Challengers Sports and Social Club is one such socially conscious entity. Initiated in the late eighties in Fond Bernier, primarily as a football team, Challengers eventually evolved to become what they are now, the biggest and best run sports and social club in Soufriere. Our organisation must take most of the credit for transforming the club from a simple sports team to a more socially conscious club. With a sponsor the size and credibility of Cool Breeze, Challengers was forced to take a greater role in becoming a community leader and has won the title of National Club of the year. In addition to numerous sports accolades which includes trophies and finals appearances in football, cricket, basketball, netball and athletics, the club has shown a moral conscience by undertaking numerous community-building activities within the Soufriere area, becoming a well-rounded club which participates in all sorts of sporting and fun competitions, including a cook-off where they emerged the winner. Challengers also enjoy the use of the Cool Breeze conference facility for meetings and planning activities, as well as transportation to and from games outside Soufriere. According to the club’s manager, “the sponsor is the lifeblood of the club, providing incentives, resources and finance for growth and advancement, and Cool Breeze has continued to be a motivating influence”.

The program is conducted on a monthly basis, and personal hygiene amenities such as soap, shampoo and so on are donated. The result has seen remarkable changes in the boys, including improvements in their self-esteem.

We have also partnered with Cutty Ranks Barber Shop in providing a grooming service, initially to boys at the Soufriere Primary School and recently extended to all the schools in the Soufriere District, including Bouton and Fond St Jacques.

This project also helps identify scalp infections such as ringworm, which can assist in instigating medical attention where needed. The Ministry of Education has endorsed the initiative and it will be one of Cool Breeze’s recurring Corporate Citizenship programmes.

BusinessFocus

Jul/Aug

|

70


Corporate Social Responsibility Cool Breeze Jeep/ Car Rental, as a corporate citizen it has become our responsibility to play a significant role in the development of our community, particularly the youth. In some cases the needs are not met entirely but even on a small scale, the Company is able to make a difference in our community. These initiatives have made the Company very approachable for much needed help and the results are quite encouraging to continue along this path. The effectiveness of CSR has given this company the competitive edge over its competitors. Corporate Social Responsibility has undoubtedly created numerous benefits over the years of giving back and supporting the community such as:

Enables it to build a positive image for the company Enables it to foster and maintain good relationships Stronger Customer Loyalty Boost employee morale and motivation Creates a good marketing tool for the business Improved Company Reputation

Award for Corporate Social Responsibility: Cool Breeze Jeep Rental Best in Corporate Social Responsibility went to Cool Breeze Jeep/Car Rental, competing against 1st National Bank and Coconut Bay Resort. In her acceptance remarks, Andrea Faucher, the company’s General Manager, thanked the company’s Managing Director and owner, Mr Stephen Abraham, who she described as the driving force of the company. “You inspire us to do more,” she said. “Thank you to the staff who always go above and beyond. Our business is not just to provide car rental services but to help people the best we can.”

BusinessFocus

Jul/Aug

|

71


Rider Levett Bucknall

RLB - A Global Practice Voted the #1 preferred global cost consultant in the world by World Architecture Magazine, Rider Levett Bucknall (RLB) is a leading professional construction consultancy firm providing clients with independent management and unbiased, expert advice for all aspects of the feasibility, cost, and time of major construction projects. From project conception and site acquisition to completion and commissioning, our goal is to help our clients and their projects succeed. Tracing our roots back to 1785, RLB has become a truly global practice with over 3,600 staff in more than 120 offices throughout North America, Africa, Asia, Europe, the Middle East, and Oceania. For more than 230 years, our professionals have been adding value by managing total project cost, schedule, and risk while transforming projects into tangible results.

RLB in the Caribbean Spanning 1,500 miles, the Caribbean is a diverse region with unique regulations in each country; these include the need to import the vast majority of materials, the use of a limited and less mechanized work force, immigration controls and construction contracts unique to the region. With a presence going back to 1969, RLB has adapted proven priority and construction consultancy skills and developed them to manage challenges unique to the Caribbean. We provide expertise on a wide array of project management, cost management, and quantity surveying, as well as advisory services, enabling us to be one of the most recognized firms in the property and construction industry. With unparalleled local market knowledge, our offices in Barbados, Cayman Islands, and St. Lucia continue to provide superior service throughout the Caribbean.

BusinessFocus

Jul/Aug

|

72


Rider Lovett Bucknall

Our St. Lucia Office RLB is currently providing construction consultancy services throughout St. Lucia, RLB’s projects include The Harbor Club at Rodney Bay, Le Sport Resort, The Landings, Freedom Bay and Capella Resort at Marigot Bay. RLB is also providing project management services on the construction of the new St. Lucia office for Guyana and Trinidad Mutual Insurance Company at Choc. The St. Lucia office works on projects throughout the Caribbean, including a new build resort in the Dominican Republic and a new high–end luxury resort in Antigua. RLB’s goal is not merely to provide services to our clients, but to help them bring imagination to life in their projects, as was the case with our role in the Caribbean’s first LEED Platinum Certified dive center, Dive Saint Lucia. Dive Saint Lucia is the first Platinum LEED certified dive center in the world and the third building in the Caribbean

region to achieve this level. This project includes classrooms, a diving pool, a retail outlet, administration facilities, as well as a new jetty and boardwalk along the Rodney Bay harbour. The dive center is Platinum LEED certified, the highest rating available from the United States Green Building Council, for achieving high efficiencies in resource use, energy consumption and health and safety standards. Dive Saint Lucia is also a PADI Five Star Instructor Development Center, as rated by the Professional Association of Diving Instructors RLB provided construction management services and played an instrumental role in helping the project to achieve LEED Platinum certification. The project was completed on time and within budget, despite significant challenges such as the ground conditions, and the building’s proximity to the existing marina. BusinessFocus

Jul/Aug

|

73


Meet the St. Lucia Team

Mark Williamson Managing Director of RLB Caribbean

Brad Paul Principal

Sabrina Carter Office Manager

Elsworth Sutton Project Manager

Joe Wagensveld Project Manager

David Piper Senior Project Manager

Shadonna George Quantity Surveyor

Dawn Smith-DePluzer Quantity Surveyor

Natasha Doriney-Emmanuel Quantity Surveyor

BusinessFocus

Jul/Aug

|

74


BusinessFocus

Jul/Aug

|

75


BusinessFocus

Jul/Aug

|

76


Desir Ave, Castries, Saint Lucia T: +1 758 452 2125 E: mark.williamson@uk.rlb.com

The Caribbean Market 2017 Forecast For most of the Caribbean, despite a 5% increase in tourism during the first quarter, 2016 was a difficult year and the International Monetary Fund forecasts no growth for 2017. A succession of factors has affected the region including the Zika virus, the global fall in commodity prices (including oil), the decision by the UK to leave the European Union (11 Caribbean islands are in the Commonwealth, while many projects have been funded by the European Union), and Hurricane Matthew. Not all countries have been equally affected, although all will inevitably be impacted. The Dominican Republic and Panama are both expected to have grown by 6% in 2016, followed by Turks & Caicos (4.5%). By contrast, three countries - Puerto Rico, Trinidad & Tobago and US Virgin Islands - are all forecast to have declined by 1.5% in 2016, while the Cuban economy struggled in 2016 despite the expected influx of US tourists and investment. Meanwhile, Haiti has estimated that the damage caused by Hurricane Matthew is the equivalent of 10% of the country’s total GDP.

The Hospitality Industry Hotel and resort development continues to be one of the mainstays of the Caribbean economy. The recent dip in the economies may have an impact on timing and funding of some of these, but Cuba and the Dominican Republic remain strong in the hospitality industry. Many of the islands have enjoyed recent openings and have a healthy amount of hospitality projects in the pipeline. In addition to hotel developments, there are a significant number of infrastructure projects including airports, seaports and roads under construction or in the planning stages.

Construction Costs We have seen little overall movement in construction costs during 2016, with Bermuda maintaining its position as having the highest construction costs, while the Dominican Republic and Haiti continue to have the lowest costs.

Tips on building successfully in the Caribbean Despite the status of the market, the Caribbean’s idyllic beaches and balmy sea breezes remain a magnet for visitors from around the world creating a potentially lucrative market for housing and recreational development. However, there are a few factors that one should consider when undertaking a construction project in the islands. The island setting itself is at the root of several of these disruptive assumptions. One of the most common misconceptions, prospective developers or residents have, concerns the cost of building in the Caribbean. Many believe that because the cost of general labor on an island is low, then the cost to construct a project will also be low—particularly when compared to the cost of building a similar project in their home region of Europe or North America. However, to realize a small or large building, it’s critical to be aware of several conditions that might not be on the radar, particularly if the client is new to construction in the Caribbean.

Not a Deep Labor Pool While the cost of employing an unskilled laborer to excavate a foundation trench may be low, to complete other, more complex elements of the building, the labor cost could be much higher as it may have to factor in expenses for travel, accommodation, and local transportation.

Limited Materials Market While most Caribbean islands have limited manufacturing capability, such as small factories that manufacture concrete blocks, when it comes to producing other building materials, most, if not all, need to be imported from outside the region. This reality adds freight fees, import duties, and potentially schedule-slowing delivery periods to the cost of the project. In places, the raw materials—such as aggregates for concrete—are simply not available locally, and need to be shipped in for the specific project.

Local Compliance and Connections When building in any remote location, it’s important to have representatives on site. It’s no different in the Caribbean. In fact, island regulations require all construction drawings be submitted for government approval by a locally based, registered architect, so establishing some sort of working partnership with a Caribbean resident is necessary for offisland developers who opt to work with a design team from their home countries. BusinessFocus

Jul/Aug

|

77


Enjoy the finer life Chairman's Reserve Unveils Its New Packaging Saint Lucia Distillers

BusinessFocus

Jul/Aug

|

78

CHAIRMAN’S RESERVE URGES YOU TO DRINK RESPONSIBLY


CHAIRMAN’S RESERVE UNVEILS ITS NEW PACKAGING St. Lucia Distillers, the sole distillery on the island of Saint Lucia and producer of fantastic award winning-rums is excited to reveal improved packaging of their rum brand “Chairman’s Reserve”. From inception, Chairman’s Reserve has solidified itself as one of the best rums in the world. This unique rum blend is the essence of everything Saint Lucian, a premium destination in the Caribbean. Chairman’s Reserve with its new packaging will embody Saint Lucia in every respect, where the finer things can best be enjoyed.

world what Chairman’s Reserve drinkers already know, Chairman’s Reserve is the finest rum in the world” says Margaret Monplaisir, St. Lucia Distillers Managing Director. As the brand continues to grow, the goal is for Chairman’s Reserve to be enjoyed all over the world. “We expect the brand’s rejuvenated direction to attract dynamic new distribution partners in priority global markets, which fit the strategy we have for Chairman’s Reserve,” says Matthieu de Lassus, Chairman’s Reserve Export Director.

“The improved look also makes Chairman’s Reserve a more fitting ambassador of all that is Saint Lucian”. - Margaret Monplaisir To create this new packaging, St. Lucia Distillers acquired the services of an international design agency, highly regarded for their work for prestigious brands such as Grey Goose and Remy Martin. Their task was to give Chairman’s Reserve the premium look that it deserves, without losing its unique identity. The new labels, though clearly upgraded, will still be instantly recognizable by the enthusiast community. “Chairman’s Reserve will no longer be understated. The bold new look will say to the

“Chairman’s Reserve will compete more effectively at the international level in the premium rum category, and more broadly against all premium aged spirits”. With this vision, St. Lucia Distillers will re-release the brand “1931” as a super-premium rare aged rum, now to be known as “Chairman’s Reserve 1931”. Rounding off the portfolio is “Chairman ́s Reserve Forgotten Casks” wich will be available in July 2017 and “Chairman ́s Reserve 1931” in September 2017.

#RUMLIFE BusinessFocus

Jul/Aug

|

79


ECONOMY & TRADE ENVIRONMENTAL FOCUS

Regional Projects Shortlisted By European Programme

Regional Projects Shortlisted By European Programme GOSIER, Guadeloupe — Following an initial evaluation process, a shortlist of several projects in partnership with Anguilla, Dominica, Haiti, Jamaica, Saint Lucia, Trinidad and Tobago, along with a number of other Caribbean countries is due to be presented to the Interreg Caraïbes programme Selection Committee on May 30 and 31, 2017 in Guadeloupe. The Interreg Caraïbes programme is co-financed by the European Regional Development Fund (ERDF) and supports cooperative actions addressing common regional challenges in order to strengthen the territorial and sustainable economic development of the Caribbean region. The Guadeloupe region is the managing authority for this fund. It is intended to support projects involving players from the French “Outermost regions” (RUP) of Guadeloupe, French Guiana, Martinique and Saint Martin, in partnership with organisations in the Caribbean area representing nearly 40 countries and overseas territories. Initially, 114 projects were submitted as part of the call for expressions of interest in November 2016. Thirty obtained a favourable initial evaluation, of which 24 then filed the following thematic priorities: 1. Competitiveness, innovation, employment, economic diversification, development of a business flow in the region; 2. Strengthening capacities to respond to natural hazards; 3. Protection and enhancement of the natural and cultural environment; 4. Concerted response to public health issues; 5. Support for renewable energy development initiatives; 6. Strengthening of human capital (training, mobility, language learning). The Monitoring Committee validated the strategic decisions to ensure the proper functioning of the Interreg programme. It consists of the representatives of the Regional Council of Guadeloupe assisted by the Joint Secretariat, the Territorial Communities of French Guiana and Martinique, the Community of Saint Martin, the prefectures, the network of embassies in the area, the European Commission, representatives of the Association of Caribbean States (ACS), Caribbean Community (CARICOM) and Organization of Eastern Caribbean States (OECS). The selection committee, with a more restricted composition, will decide on the programming of the projects submitted to it. Thus, on Wednesday, May 31, 24 projects will be presented to the selection committee: they will be approved, rejected or deferred at the end of the day.

BusinessFocus

Jul/Aug

|

80

Some of the main projects submitted to the Selection Committee: 1. OHADAC – Guadeloupe and Saint Lucia Harmonisation of legal rules for maritime transport in the Caribbean 2. ESCC E Santé – Guadeloupe, St Martin, St Barts and all OECS countries Development of medical cooperation between the French West Indies and the Caribbean 3. PAIRE – Guadeloupe, St Maarten, Antigua and Dominica Facilitation of cooperation between air transport operators in the Caribbean area 4. TEECA – Martinique and all OECS countries Development of commercial relations between Martinique, Guadeloupe, OECS and CARICOM 5. CARIB COAST – Guadeloupe, Martinique, Trinidad and Tobago, Jamaica, Puerto Rico, Cuba and the British Virgin Islands Networking of competences in the field of coastal erosion risk management and marine submersion 6. CARIFORT – Martinique, Guadeloupe, Antigua and Barbuda, St Eustatius, St Kitts and Nevis, Puerto Rico, Cuba and Haiti Creation of a network of forts and fortifications of the Caribbean for a multi-destination tourist offering 7. CARI’MAM – Martinique, Guadeloupe, Guyana, Bonaire, Dominican Republic, Turks and Caicos, and Cuba Networking of Marine Protected Areas for the Conservation of Marine Mammals in the Greater Caribbean 8. ODYSSEA BLUE – Martinique, Guyana, Saint Lucia, Mexico and Cuba Creation of the first transnational ecotourism itinerary of the “Blue Ways” of the Caribbean space 9. HCB – Martinique, Saint Lucia, Dominica and Haiti Improving Access to Care for Caribbean Patients in Martinique 10. OSAIN – Martinique, Dominican Republic, Dominica, Cuba, St Barts, Puerto Rico, Mexico, Curacao, Belize and Colombia Identifying and evaluating medicinal plants in the Caribbean. ¤


A real character – the Audi Q2.

JQ Motors

The new Audi Q2 enters the stage - an urban model with rough edges, its own independent character and entirely new geometrical elements. It stands out with its confident appeal, boasting powerful TFSI engines with 116 – 190 horsepower and it comes with optional permanent Quattro two wheel drive system. Its equipment leaves nothing to be desired and consists of features that were previously reserved for the upper class. And the connectivity? Exemplary with Audi smartphone interface and the latest generation on infotainment and sound systems.

Tel: (758) 453 2277 Choc, Castries | Saint Lucia www.jqmotors.com

Hot Sports Auto Rental

Improving the quality of your indoor H & L Environmental Services environment

Promoting Health

Mongiraud, Gros Islet, P.O. Box 8330 Choc Cell: (758) 484-9007 Tel: (758) 721-7201 • 452-8022/32 Fax: (758) 452-0030 Email: hotsports@candw.lc Web: hsautorental.com

Our Services Include: • Indoor Environmental Quality (IEQ) Assessments • Mold Inspections & Testing • Mold Remediation Tel: (758) 384-7868

Email: info@hnles.com Derniere Riviere Web: www.hnles.com Dennery, St. Lucia BusinessFocus

Jul/Aug

|

81


ALTERNATIVE SECURITY SERVICES (ST. LUCIA) LTD

Excellence, Integrity And Service. KEEPING OUR CLIENTS SECURE WITH TECHNOLOGY Alternative Security Services (St. Lucia) LtdD PARTN

PR

E

RS

OU

Alternative Security Services (St. Lucia) Ltd

We are a subsidiary of Amalgamated Security Services Ltd (ASSL), which is a privately-owned security and risk management service, founded in 1983 in Trinidad & Tobago, and serving the Caribbean region. ASSL employs over 200 professional and highly-qualified staff, who are committed to the highest standards of excellence, integrity and delivery of service.

Choosing an access control system is an important financial decision for most companies. While cost is an important consideration, the system also needs to match your requirements and be completely reliable. ASSL’s technical staff has the experience and expertise to work with customers to design an access control system that meets their needs and budgets.

At Alternative Security Services Ltd., we work with clients to customize the perfect service for their needs, guided by the highest standards and specifications, integrating proven techniques with innovative technology and solutions.

KEEPING OUR CLIENTS SECURE WITH TECHNOLOGY Learn about our world class, state-of-the-art security services:

Access Control Systems play a critical role in main-

taining security in today’s crime environment by preventing unauthorized entry by either pedestrian or vehicle traffic. In offices where there are few physical controls on the movement of persons through a building or compound, the potential for physical harassment and workplace violence arises, and there is increased possibility of confidential information loss. ASSL can help reduce these risks at significantly lower cost than placing an individual to control the flow. There are many variations of access control systems ranging from a simple digital keypad, to swipe cards and proximity tags, all the way to state of the art biometric systems that require fingerprint or retina scans. Systems can be simple for a single door, or more complex in order to control multiple buildings across different geographic areas.

Our access control systems can be structured to allow certain individuals access to only specific doors. These customized features are determined by the customer and BusinessFocus Jul/Aug | 82 controlled by the customer.

Close Circuit Television Systems

provide a wide range of benefits that include: • Complementing the security program by supplementing the guard force; • Recording of images to provide evidence of theft and/or attack; • When used in conjunction with alerting devices, helps pinpoint the nature of the problem; • Acts as a deterrent when intruders recognize that CCTV systems are present and functional; • Design can cater for varying light levels.


Amalgamated Security provides a wide range of CCTV systems to meet customers’ surveillance requirements. Our CCTV systems vary from simple security cameras covering a home or small retail establishment, through to complex IP systems that can be viewed and controlled in different countries. We work with our customers to match their requirements with the appropriate design of CCTV system, whether that is an upgrade of existing security cameras or the installation of new and complex digital equipment. We also seek to provide the best security solution for customers and where possible show how the CCTV system can be integrated into other security systems such as access control and intruder alarms to provide options for developing the ultimate security.

Intrusion Detection Systems

allow owners to secure their property. The benefits of installing a burglar alarm system include: • Allowing more economical & efficient use of guard manpower; • Providing additional controls; • Through the use of alarm monitoring, provides a means of alerting others; • Providing long term reliable protection for a fixed investment at a reasonable recurring cost; • Offering protection for more than fire, burglary & holdup; • Intruder alarm systems can provide cost-effective protection and act as a deterrent to intruders. • Can be designed so that tampering is not easily done ASSL provides solutions for all types of intruder alarm requirements. We design and install intruder alarms that are tailored to the customer’s exact requirements. For all customers, prior to providing a quotation, we conduct a free security survey to determine what type of system, detection products and level of protection is required and then we design a burglar alarm system that is specific to the customer’s needs.

Walkthrough Metal Detectors and Baggage Scanning Equipment are the norm in many commercial locations other than air and sea ports. ASSL has considerable experience in the supply, operation and maintenance of this, and are representatives for the GE line of explosives and narcotics detection equipment. These include:

Itemiser Trace detector that simultaneously detects

positive and negative ions, enabling the detection of the broadest range of explosives while also detecting narcotics;

VaporTracer Detects and identifies microscopic traces of both explosives and narcotics in seconds;

EntryScan

High throughput, non-intrusive walk-through portal that enables rapid detection of both explosives and narcotics;

StreetLab Portable substance identification system

utilising laser-based Raman technology to deliver fast, accurate, low-cost identification of unknown substances seized in the field. StreetLab analyses and identifies a broad range of drugs and explosives in seconds

ASSL are the agents for Ranger hand-held and walk-through metal detectors as well as for L3 package scanners. In addition to the supply and installation of scanning machines, Amalgamated Security Services Limited provides a service to customers under which ASSL staff scans packages for prohibited substances, using X-Ray equipment and/or metal detectors and/or narcotics detectors and/or explosives detectors. VISIT OUR HEADQUARTERS AT MASSADE, GROS ISLET FOR MORE INFORMATION ON ASSL’S HI-TECH SECURITY SERVICES AND PRODUCTS.

ASSL uses the very latest technology in electronic security systems, however we only use the highest quality components from a selected range of manufacturers that have been tried and tested over the years and have provided hundreds of our customers with reliable intruder alarm systems. We provide a full warranty on all burglar alarm installations. In addition, all our alarm systems can be connected to our 24 hour Alarm Monitoring Station.

ALTERNATIVE SECURITY SERVICES (ST. LUCIA) LTD

Tel: 1-758-450-9171 Cell: 1-758-724-9417 1-758-285-6907 www.asslstlucia.com BusinessFocus Apr/May | 83 elaxander@assl.com


Must Reads MUST READS Volume 23

The Road to Exemplary Leadership

The Road to Exemplary Leadership

By: Lyndell Halliday BSc., MBA, CPA,CMA

“Greatness is not the exclusive domain of the talented. Greatness is the result of visionaries who persevere, focus, believe, and prepare. It is a habit, not a birthright” - Lewis Howes, former professional football player.

Books on leadership abound but most are unremarkable. Many are characterised by unsupported opinions, untested maxims and celebrity adulation. Finding the diamonds in the rough is not easy. One such recent gem, however, is Learning Leadership: The Five Fundamentals of Becoming an Exemplary Leader (Wiley, 2016) by professors James M. Kouzes and Barry Z. Posner

Learning Leadership: The Five Fundamentals of Becoming an Exemplary Leader James Kouzes and Barry Posner are both renowned researchers, award-winning writers and thought leaders in the field of leadership. Both authors are based at Santa Clara University’s Leavey School of Business where James Kouzes currently holds the position of the Dean’s Executive Fellow of Leadership, while Posner is the Accolti Professor of Leadership. The duo have written extensively, collaborated and lectured throughout the world on the subject of leadership for over 30 years, and have each received numerous accolades. Through years of research, they have conducted thousands of interviews and written surveys in order to develop an understanding of what it takes to become an exemplary leader. In 1982, they highlighted the results of their research in “The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations”, which became a worldwide best seller, earning several awards and being translated into 20 languages. Learning Leadership: The Five Fundamentals of Becoming an Exemplary Leader builds on the concepts outlined in the authors’ previous book. Kouzes and Posner’s central tenet is encapsulated in the Lewis Howes quote at the start of this article. Leadership is not some mysterious talent; anyone can learn to be a better leader but they must be willing to work hard at it. In fact, they must work at it daily. One will not become an exemplary leader overnight – it will take time and tremendous dedication and effort. BusinessFocus

Jul/Aug

|

84

The authors of leadership development Thebemoan Roadthe to dearth Exemplary for young leaders, noting that that the average age of persons Leadership on their first leadership development course is 43, and most persons are in leadership roles long before they are exposed to any kind of leadership training. Thus, they implore leaders to take charge of their own leadership development. Kouzes and Posner identify five fundamentals to becoming an exemplary leader: 1. Believe You Can 2. Aspire To Excel 3. Challenge Yourself 4. Engage Support 5. Practice Deliberately The authors stress the importance of having the right mindset, understanding that leadership is a set of skills that anyone can learn and master. Self-awareness is critical to becoming a better leader. The importance of reflection and keeping a leadership journal is an important aspect of building one’s self-awareness. According to the authors: “To both do your best and develop as a leader, you have to challenge yourself and face challenges head-on. You have to step outside your comfort zone. You have to seek new experiences, make some mistakes, and keep ascending that learning curve. You’re not growing until you feel you’re pushing the edges.” Kouzes and Posner dispel the myth of leadership as a one man show. They emphasise the importance of co-opting others in your leadership development plan, for example seeking continual feedback and forming a personal board of directors Learning Leadership is divided into 20 bite-sized chapters. At the end of each chapter are self-coaching exercises in which the reader is challenged to engage in a specific actions that will allow the reader to embark on their own development path right away. Thus this text doubles as a workbook. While it is an easy read, the book is hard work - which is exactly the point. There is no book that you can read, no course or seminar that you can attend, that will in and of itself make you a better leader. There is no instant fix - one must be willing to undertake a long term commitment. The strength of the book is that it brings across this point better than most others on leadership, and it guides you on starting your path to leadership growth. I heartily recommend this book particularly to young aspiring leaders.¤ Lyndell Halliday is an avid reader, lifelong learner and business executive, who has served in a range of leadership roles across the Caribbean. He is currently employed as the General Manager of Automotive Art (St Lucia) Ltd. Mr Halliday also lectures Leadership & Operations Management for the Australia Institute of Business MBA programme at the National Research and Development Foundation.


NOAA Predicts AboveAverage Hurricane Season NOAA Predicts AboveAverage Hurricane Season

Dr. Rick Knabb On The 2017 Hurricane Season NOAA expects 11 to 17 named storms this season, more than the 30-year average for the Atlantic Basin. The Weather Company predicts 14 named storms, seven hurricanes and three major hurricanes this season. Warmer North Atlantic sea surface temperatures and the reduced likelihood of El Niño’s development are among the factors taken into account.

The Weather Company updated its seasonal forecast earlier in May and expects a total of 14 named storms – seven hurricanes and three major hurricanes – this season. This is an increase from its forecast compared to April due to a couple of factors. One of the reasons is that warmer sea-surface temperatures have been observed in the North Atlantic, which have correlated with more active seasons in the past. In addition, there are indications that further warming is likely. Another factor the outlook cited is that there is a reduced potential for the development and strength of El Niño later this summer. Given the current trends, there is the potential for another increase with the next update in June. “The historically strong North Atlantic blocking event in early May also suggests the possibility of continued increases in North Atlantic sea-surface temperature anomalies, so it would be no surprise if we increased our forecast numbers again,” said Dr. Todd Crawford, chief meteorologist with The Weather Company. The Colorado State University (CSU) Tropical Meteorology Project outlook headed by Dr. Phil Klotzbach calls for a lower number of named storms, with 11 expected. CSU forecasts fewer hurricanes this year compared to average, with four expected in the Atlantic Basin. The official Atlantic hurricane season begins June 1 and runs through Nov. 30. Occasionally, storms can form outside those months as happened this year with Tropical Storm Arlene, which formed in April, and Tropical Storm Bret in June, which affected Trinidad & Tobago and the southern Caribbean. ¤

The 2017 Atlantic hurricane season is forecast to be more active than historical averages with regards to the number of named storms and hurricanes, according to a forecast released by the National Oceanic Atmospheric Administration. NOAA’s forecast calls for: • Eleven (11) to 17 named storms – including April’s Tropical Storm Arlene. • Five (5) to 9 of which would become hurricanes. • Two (2) to 4 of which would become major hurricanes. The 30-year historical average (1981-2010) for the Atlantic Basin is 12 named storms, six hurricanes and three major hurricanes. A major hurricane is one that is Category 3 or stronger on the SaffirSimpson Hurricane Wind Scale. Numbers of Atlantic Basin named storms, those that attain at least tropical storm strength, hurricanes, and hurricanes of Category 3 intensity forecast by The Weather Company, an IBM business, NOAA, and Colorado State University compared to 30-year average.

SAVE 30% - 40% ON YOUR ELECTRICAL CONSUMPTION WITH OUR FULL LINE OF HIGH ENERGY EFFICIENT DC INVERTER PEAKE AIR CONDITIONING UNITS • Most Competitive prices with Installation backed by quality. • Installation and all required parts are included in cost prices. • All our Air Conditioning Units are backed by a Full one (1) year warranty. • We also Supply Air Conditioning Parts & Refrigerants.

SDG Engineering Inc

According to NOAA, “The outlook reflects our expectation of a weak or non-existent El Niño, near- or above-average sea-surface temperatures across the tropical Atlantic Ocean and Caribbean Sea and average or weaker-than-average vertical wind shear in that same region.” Strong El Niños typically lead to increased wind shear in parts of the Atlantic Basin, suppressing the development or intensification of tropical cyclones in the Atlantic, so the prediction for weak conditions increased the chance for more activity this season. “The climate models are showing considerable uncertainty, which is reflected in the comparable probabilities for an above-normal and near-normal season,” NOAA added.

Tel: 1-758-452-5185 Vide Bouteille Highway

email: info@sgdengineering.com BusinessFocus

Jul/Aug

|

85


IN THE KNOW ENVIRONMENTAL FOCUS

Can I hire a minor? Can I Hire A Minor?

By Trudy O. Glasgow B.A., LL.B (Hons.), BVC, LL.M, P.C.H.E*

“A person may not employ or allow to be employed a child or young person in employment that is inappropriate for a person of that age, being work which places at risk the child or young person’s well-being, education, safety, physical or mental health, or spiritual, moral or social development.” A minor is a child or young person who is under the age of eighteen. According to the Labour Code, No. 37 of 2006 (‘the Code’), a young person is over the age of fifteen but has not reached the age of eighteen. Further, the Code indicates that the employment of a child or young person is permitted only in particular circumstances. A child or young person who is employed should not be exposed to profanity, pornography, obscene behaviour, gossip or any other negative forces and influences that could hinder his or her moral or social development. He or she would need varying amounts of supervision depending on his or her age and level of maturity. He or she should not be employed at such times in which it would prevent him or her from completing school assignments or studies. Children under the age of ten ought to be closely supervised by a parent or guardian once employed. Suitable work for this age group would include modelling, television and radio production, advertisements and entertainment (which would not be within the usual school day and would be for a few hours at a time). Children between the ages of ten and fourteen sometimes have holiday jobs with the express permission of their parents or guardians. They may engage in one of the following activities: delivering newspapers in their neighbourhood; selling cakes; washing cars; or selling lemonade. According to Division 9, section 122 of the Labour Code, children under the minimum school leaving age can only be employed during school holidays in such ‘light work. Children aged fifteen and over who are in part-time or full-time employment are expected to have a certain level of maturity, education and qualifications. Most jobs require secondary school leaving certificates which limits the age of children likely to be found in full-time employment. Fundraising activities such as charity work would not be deemed employment under the Labour Code. Nonetheless, they must have written permission from their parent (s) or guardians(s) to engage in employment and undergo a medical examination from a licensed medical practitioner to demonstrate mental and physical fitness. Children and young people should not be given work which would place their lives in danger such as putting out fires; helping in car accidents; rescuing persons or animals from dangerous situations; BusinessFocus

Jul/Aug

|

86

assisting police officers to arrest or detain suspected offenders. This list is by no means exhaustive. It is clear that the Labour Code is attempting to protect the innocence of children. As such it dictates that such jobs are deemed inappropriate for children. Employers would be required to register and record all employees who are under eighteen. Child employees must produce medical certificates annually until they reach the age of eighteen. According to section 127, an employer who contravenes sections 122, 123 or 124 of the Labour Code has committed an offence and is liable on summary conviction to a fine not exceeding ten thousand dollars ($10,000) or to imprisonment for a term of two (2) years or both. It is not the social norm in Saint Lucia to see children or young people in full-time employment. It is the law that children must complete primary and secondary school. Therefore, the minimum school leaving age referred to in the Code is sixteen. There are clearly strict rules and regulations in place to hamper employing persons under eighteen on a full-time basis. To take a broad interpretation of the law, we would suggest that children should enjoy their childhood and not work at all unless it is deemed light work (although not defined in the Labour Code), periodic work that the child would view as fun and not a form of employment. ¤ Ms. Trudy O. Glasgow, B.A (History), LL.B (Hons.), B.V.C, LL.M, P.C.H.E, is a practising attorney at the law firm of Trudy O. Glasgow & Associates and a court-appointed mediator and author in Saint Lucia (and has also taught law at University level in the UK). Ms. Glasgow is the current Vice President of the Bar Association of Saint Lucia and sits on various boards including Co-Chair and founding member of 100 women who care, St. Lucia chapter; Chairperson of the National Research and Development Foundation (NRDF); former Board member of Legal Aid Board and the Rotary Club of Gros Islet. She wrote a weekly legal column, Simply law, in The Voice newspaper for eight years (2007-2015) and resumed in The Mirror Newspaper (2016 to present) published a book which is a selection of her articles with some new material. Share your thoughts and comments: you are invited to email me at trudyoglasgow@lawyer.com


This will totally revamp This Will Totally Revamp Your Brand your brand

By: Hanna Fitz

This program will literally transform your business. You’ll be able to get out of the overwhelm around building your business and attracting clients, into a more dynamic and high-impact brand. Imagine how much success you’ll experience and joy you will feel every day, doing the work you love with clients you love. You may be thinking this type of transformation is going to require a lot of time, effort and more of the workload that you are desperately trying to reduce right now. But the good news is, it isn’t because I will be right there with you. Your personal strategist and creative director, who has helped several award-winning brands and celebrities create world class brands. Together, we will sift through the clutter of great information, products and resources that you have already created so that we can focus on repackaging and revamping only those that will position you as “the go to expert” in your niche. By the end of the 90 Days, you won’t even recognize yourself or your brand because I believe that in order to make the greatest impact, you must become the brand. I’ll share my insider secrets and easy to implement process to help you make it happen with ease. Let’s meet for 30 minutes so that you can learn more about my signature solution to rebrand and reenergize your business. I am so excited about this offer that I know will change everything for you.

It’s really exciting to see what happens when you revamp your brand. You’re now attracting high-end clients who love your work Your own high-end brand, more paying clients and travel to gorgeous destinations. If you are wondering if life can get any and you feel more confident. better, it always does! Your website is not only gorgeous but designed to constantly drive You know it’s time for a change. It’s time for things to change. Let’s new leads to your business every day. revamp your brand and get you moving on creating a business You’re finally so excited to get out there and promote your and life that you love. business because you are clear on who your ideal client is and Schedule your appointment with me. Join the women who are what you need to do to attract more of them. already achieving more success using my proven methods. ¤ You’re putting yourself out there in a bigger way with your transformational work, being more visible, investing in ads As the result of working with because you know you’ve created a chic, high-quality and highHanna Fitz and creating value brand that clients are proud to do business with. a professional brand image I had my highest You’re making more money doing what you love and have the paid month in my freedom to travel the world. business and many new clients scheduled for If this sounds like what you are trying to achieve with your brand, discovery sessions. Her then my 90 days to a World Class Brand program is perfect for individualized process you and will help you revamp your brand faster with more clarity, and guidance assisted me strategy and style. with creating a world class Imagine being on this exciting journey of finally having a high end brand finding the soul of my brand with great product packages that your clients happily pay business, reconnecting with my for. vision and my ideal client. Hanna’s teachings supported me to truly claim my worth and take my business to the You have an elegant website, magazine worthy photos and an next level. online brand image that connects with your ideal clients and In my Free e-workbook “THE IRRESISTIBLE BRAND”, I share reflects your true essence. seven steps to building a brand that attracts high-value clients and how to build a brand that can charge a premium price. You’re totally in love with your brand and so are your clients! Download it to get started on magnetizing the right clients to your business at www.hannafitz.com BusinessFocus

Jul/Aug

|

87


IN THE KNOW

Then the rosy hue slipped a little from my eyes. I had told the contractor what I wanted and outlined it in broad terms. I had not specified the finer details, and I began to see where a thief could easily circumvent my protective measures. I realised that the gate was a weak point. Not that it wasn’t well built, but small details would allow a thinking thief to defeat my plan. Once the first potential problem was spotted, a critical eye rose-coloured glasses. What other weaknesses existed that could defeat my plans and those of my wellintentioned contractor?

Do Not Only Depend On The Contractor For Your Security replaced the

Do not only depend on the Contractor for your Security By: Brian Ramsey – Alternative Security

At some point and for many reasons, most people make changes to their home, if only because the passage of time requires physical upgrades. Usually in these situations, the homeowner calls a contractor and outlines in broad terms what is desired. Once a price is agreed, the contractor begins the job. Recently I found myself in such a situation. After years of living with a chain-link fence, a decision was made to replace it with a concrete wall. Over the last few years, weather changes and house construction further up-river seemed to have caused a greater volume of water to flow down-river after heavy rainfall, so the decision was made to give up the benefits of a chain link fence that neighbors could see through, in favour of constructing a solid concrete wall. A contractor was selected and given the job of constructing the wall. The height was agreed and the contractor told of our concern about the river overflowing its banks. The contractor then built a loaded wall that would be able to stand up to water overflowing from the river. A metal gate was built so that I could go on the other side of the wall if I ever needed to, and the bottom half of the gate was sheeted with solid metal to act as a barrier to the water. To prevent thieves from climbing over, razor spikes were imbedded along the top of the wall and the gate. The contractor even went further and secured the spikes in a manner that would make it extremely difficult and time consuming for someone to pry the spikes out of the wall. As an added security measure, he cut the limbs of trees that grew on the other side of the wall to prevent someone from climbing the trees and jumping over the wall. The contractor then suggested that as a further security measure, I should plant bougainvillea on the outside to prevent thieves from even being able to approach the wall. After the job was completed, I surveyed the work and sat back a happy man. I now had a solid, well-constructed wall, designed to prevent both water and human incursion into that part of my yard. As the days went by, I continued to be satisfied with the wall and would periodically congratulate myself about making a good decision. BusinessFocus

Jul/Aug

|

88

The gate was secured by a padlock on the inside, which hung below the solid sheet so that it could not be accessed from the outside or forced open. The padlock secured a bolt into the wall, and that was also a weak point. Too much of the bolt was exposed, so with a sharp hacksaw and some time, someone could cut the bolt and simply open the gate. The metal that connected the gate hinges to the wall extended out a few inches, so again with a sharp hacksaw and time, someone could cut these bolts and open the gate from the hinge side. The question was, could these weaknesses be corrected without having to rebuild the gate. The answer was ‘yes.’ A metal plate was welded on the outside of the gate that covered the gap through which the bolt had been exposed. Now to get to the bolt, a thief would have to cut through the plate, adding considerable time and effort to the job. The steel plate was thick, and very difficult to cut with a hacksaw. The issue with the gate hinges was also corrected by welding metal plates to the outside in order to block access. Before the rosy tinge could once again cover my eyes, we discovered more weaknesses. Someone could easily climb a tree and jump over, so we cut the branches that hung over the wall. In fairness, the contractor had cut the lower branches but not identified that someone could still climb the tree and use a rope to help them get over the wall. To truly secure the yard, all branches that overhung had to be cut. So why did I have to rectify the contractors’ work to truly secure my property? The answer is that I only outlined in broad terms what was required, and depended on the contractor to figure out how to handle the fine details. However, it is often those overlooked fine details that thieves exploit in finding ways to break in, so when considering security improvements, do not just depend upon the contractor, but instead look for the possible weak points and use your experience of the property before having a detailed discussion with the contractor. ¤ Brian Ramsey has a B.A. in Accounting & Management, along with an M.B.A. in Finance and over 29 years in the Caribbean security field. He is the Regional Development Director for Amalgamated Security Services Limited which operates in Grenada, Barbados, St Lucia, Guyana and Trinidad and Tobago and is the parent company of Alternative Security Services (St. Lucia) Limited. He can be contacted at bramsey@assl.com.


Visions Express

FREE Hearing evaluations with no obligation to purchase

Full Hearing evaluations available at Vision Express branches. CHC is the Caribbean distributor for excellent quality WIDEX Digital Hearing aids. In stock and ready to programme to your hearing loss.

Tel: (758) 457-7400 Walk Ins Welcome Castries | Vieux Fort | Rodney Bay Caribbean Line

Ipswich

Caribbean Line

Antwerp La Pallice Setubal Dominican Republic Haiti

St. Martin Guadeloupe Martinique St. Lucia Barbados Trinidad Guyana Surinam French Guiana (S.L.M.) Brazil (Macapรก)

BusinessFocus

Jul/Aug

|

89


IN THE KNOW

Your Business? SWOT It! Planning ForPlanning Your For Business? SWOT It! When it comes to making plans, every size of business can benefit from conducting a SWOT analysis. Even start ups! The term has been tossed around for a while, although few companies truly benefit from its capabilities, especially when the process is handled haphazardly. WHAT’S A SWOT? S.W.O.T. stands for the Strengths, Weaknesses, Opportunities and Threats, and refers to an exercise which takes into account internal and external forces affecting any business entity. Marketers use this analysis as a strategic tool to develop a snapshot of the operating conditions of a firm, which can help predict future trends, highlight cash cows or even flag up any aspect of concern – all part of the overall marketing plan, and business plan by extension. It is always good to know where you have been and where you are now and what’s waiting for you around the corner. HOW DOES A SWOT ANALYSIS HELP? As an analytical tool, it aids in highlighting all the factors which can either advance or hinder success and progress. The important thing is that the content must be based in fact, no matter how difficult it may seem. In some cases, information may not be easily accessible, but using sources which are as accurate as possible will go a long way into producing a true SWOT and gain helpful insights. HOW TO DO A SWOT Different methods are used to gain the content for analysis, however most techniques make use of a quadrant, listing every idea under its header until the process is exhausted. Always remember the purpose of a SWOT analysis is to identify a company’s strategic advantage, so it is essential to be honest and brainstorm collectively, which can move the process along and extract concepts that one person may not come up with on their own. SWOT SECTIONS: GETTING TO THE HEART OF THE BUSINESS STRENGTHS should focus on taking a hard look at the business as a whole, so in this section try to find examples of what makes you stand out as a company: • Expertise or special skills • Product knowledge • Competitive edge • Experience • Unique selling points • Bestsellers and most profitable SKUs WEAKNESSES can be hard to put on paper, but identifying them is integral in correcting deficiencies which hinder success from within. Look closely at: • Resource shortage • Educational gaps • Lack of expertise • Slow movers • Financial drainers • Lack of product innovation OPPORTUNITIES are the potential leads that give hope to many businesses by monitoring the external environment and conditions conducive to achieving your company objectives. BusinessFocus

Jul/Aug

|

90

By: Kezia Preville

Consider these areas when compiling data: • New client base • Consumer need gaps • Niche markets • Market need gaps • Technological advancements/ product enhancements • Product/service range expansion THREATS are self-explanatory, and they can cripple a business. Areas to note are: • Development of competition • Product life cycle • Upcoming trends • Economic stability • New industry policies • Technological advancements • New entrant obstacles • Political factors • Unforeseen obstacles and challenges GOT YOUR SWOT? NOW WHAT? The data gathered from a good SWOT analysis can be quite extensive. Some factors are clearly defined, while others need further research. From the data, new and more efficient strategic plans can be devised and aligned with the goals of the business. Creating an Action Plan will help build on the strengths and work on resolving weaknesses. Capitalise on the strengths to counter identified threats, and start setting SMART goals to benefit from each opportunity identified. The process is long and can be taxing, but with continuous analysis, any business can achieve success. Farm out this task to your marketing or operations department or likewise, to a marketing firm for an unbiased view. A professional marketing company can help you explore how to combine your strengths and opportunities to design new strategies, while eliminating threats using the hidden strengths. Additionally, weaknesses and opportunities can be lined up to identify areas which can be immediately improved. The process is arduous, but when undertaken correctly, will improve the decision-making process and devise amazing strategic goals for any business with a penchant for success. ¤ To learn more about SWOT analysis as an analytical tool, see AdVizze Consulting Inc or visit www.ad-vizze.com Kezia Preville is a Marketing and Business Development Specialist with over 10 years’ experience in various industries. For more information, contact her at AdVizze Inc on kezia@ ad-vizze.com. For more information about destination management, we can help. Visit www.ad-vizze.com


Young Saint Lucian Creates Skills Directory Website

Jus’ Obrian Jus’Sail’s Sail’s Obrian Forde IsForde CHTA Is Employee Of The Year CHTA Employee Of The Year

Young Saint Lucian Creates Skills Directory Website

It is common knowledge that Saint Lucia is home to a wide variety of skilled individuals, small businesses as well as school graduates, willing and ready to give their all to employers in need of their skills and services. One of the most common problems they face includes finding ways to get their name and skills out to the public for potential customers and employers to be able to find them without hurting their pockets. A new website offers just that to all its members, at little cost to them. 758luciantradesfolk.com was created by local entrepreneur, Nathan S. Jules, to offer a cheaper way of letting work find its members. No more going from place to place in order to spread the word about yourself or business. No more printing of countless application forms, which 99% of the time yield no results. No more struggling to make enough money for a majority of it to be spent on advertising, and most importantly, no more falling victim to people who come claiming to help but take more than they give. The website functions as an online directory for individuals and business places so that anyone in need of their services can find them quickly. Employers would no longer be flooded with calls or applications, they would now be able to look through the vast number of members who would be on the website and contact persons who they believe is a best fit for their vacancy based on what is given on their page. There is also a job pool built into the website, which helps employers to look through the group members one by one, post tasks or vacancies they need to fill, and access a shortlist of individuals that fit the criteria for the job. Browsers in need of immediate assistance can also use the live chat to contact the team behind the website, who can assist with their employment or recruitment problems. The creator of the website aims to make it as easy as possible for individuals to create their own business, as well as gain skills and experience. To accomplish this, he is seeking larger companies who sell tools and materials used by members, to advertise directly through the site. ¤ For information or to become a member, please email luciantradesfolk758@gmail.com or visit www.758luciantradesfolk.com.

Saint Lucian Obrian Forde won the coveted Employee of the Year Award at the third annual Caribbean Hospitality Industry Exchange Forum (CHIEF), hosted by the Caribbean Hotel and Tourism Association (CHTA) in Miami, Florida on Friday June 2, 2017. The award, bestowed on tourism employees within the private sector, recognises outstanding technical competence and hospitality skills. Obrian, described as a knowledgeable, proficient and a highly skilled sailor, has worked aboard the sailing charter company, Jus’ Sail, for over four years after starting off as a participant of the Jus’ Sail Youth Training Program in 2012. The Jus’ Sail Youth Training Program works with unemployed, disadvantaged youth, helping them to develop skills and gain certification in sailing, in preparation for entry into Saint Lucia’s fast growing maritime sector. The program has been an exemplary model for sustainable tourism in Saint Lucia, being recognised as a finalist in the World Travel and Tourism Council’s Tourism for Tomorrow Awards in 2016 and recipients of the Caribbean Charter Company of the Year in the Luxury Travel Awards 2016. Obrian Forde, just one of the success stories from this program, was nominated for not only his technical skills, but for his passion and enthusiasm shown when working with guests. Additionally, as a mentor for young persons on subsequent Jus’ Sail Youth Training Program, he stands as a leading light for the future of young Saint Lucians in sailing. Jus’ Sail is a company dedicated to offering laid back day sailing charters for private and small groups aboard a traditional wooden local trading sloop – Good Expectation. The Youth Training Program has been a recipient of a Tourism Enhancement Fund grant and relies on donations from private sector supporters and the public for funding. ¤ For more information on the Jus’ Sail Youth Training Program, or to make a donation to the program, please visit www.jussail.com. BusinessFocus

Jul/Aug

|

91


Blending seamlessly into its natural surroundings, Capella Marigot Bay

Resort and Marina sits on a lush hillside overlooking Marigot Bay, once described by American author James Albert Michener as “the most beautiful in the Caribbean.” This sophisticated yet casual resort was

Capella Marigot Bay

reopened just a couple years ago following an extensive multi-million-dollar refurbishment. Dining opportunities include The Grill at 14º61º. Named for Marigot Bay’s latitude and longitude, it’s an

Capella Marigot Bay

upscale-casual restaurant serving creative Saint Lucian food, seasonal seafood dishes and prime cuts of meat. The Rum Cave is an intimate restaurant and bar with an authentic cellar design inspired by the Caribbean’s Colonial-era rum distilleries. Serving up some of the finest regional rums along with breathtaking views over the Capella Marina, it’s open for lunch and dinner, and stages live music on most evenings. Capella’s other attractions include the award-winning, waterfront Auriga spa, inspired by local nature and offering treatments based on indigenous ingredients. The signature services - each named for a phase of the moon - are designed to attune your wellness routines to the rhythms of nature. For the boating crews there is the redesigned, ultra-exclusive Capella Marina at Marigot Bay, Saint Lucia’s premier berth for mega yachts from around the globe. Allow

your

privately

assigned

Capella

Personal

Assistant to craft an itinerary to suit your palate as you select something special from our extended activities menu. We invite you to experience Capella Marigot Bay Resort and Marina this summer with our exclusive offers to our Saint Lucian Market. For more information please contact: 758-458-5300 or BusinessFocus

Jul/Aug

|

92

reservations@marigotbay.com


S TAY W I T H U S

A L L- I N C L U S I V E D AY E X P E R I E N C E 10A M - 6 P M A D U LT X C D $ 3 2 5 C HIL DR E N U N DE R 12 X C D $ 1 6 2 DAY US E RO O M AVA IL A B L E - X C D $ 1 3 5 · All Inclusive Food and Beverages at three Restaurants and Bars · Two Swimming Pools · Capella Marigot Bay Amenity Program · Wireless Internet Access · Complimentary Resort Activities

S TAYC AT I O N S TA R T IN G F RO M X C D $ 5 8 0 P/N F O R T WO, TA X E S IN C L U DE D

· Resort View Room · Breakfast for Two · Capella Marigot Bay Amenity Program · Access to the Capella Personal Assistants · Nightly Turndown Service · Wireless Internet Access · In-Room Refreshment Center · 24-hour access to the Fitness Center · Complimentary Resort Activities · Complimentary boat shuttle service to La Bas Beach

4 5 8 . 5 3 0 0 · c o n t a c t . m a r i g o t b a y @ c a p e l l a h o t e l s . c o m · w w w. c a p e l l a m a r i g o t b a y. c o m PROMOTIONS END: DECEMBER 18, 2017. RESERVATIONS REQUIRED. BusinessFocus Jul/Aug | 93


TOURISM

Strategic Expansion Of Saint Lucia’s Hotel Sector Planned

Strategic Expansion Of Saint Lucia’s Hotel Sector Planned 2000 New Hotel Rooms To Be Added Over The Next 4 Years Saint Lucia’s tourism sector is poised to undergo significant expansion within the next few years. Due to several major hotel projects, the island’s tourism room stock is to increase by 2000 over the next 4 years, thereby creating more variety in the accommodation offering. Already in 2017, the Royalton Saint Lucia Resort and Spa has opened its doors with 455 rooms in two hotels, one catering to families and the other, adults only. Serenity Villas at Coconut Bay Resort, has also unveiled its 36 luxury villas and The HarborClub is to open with 117 rooms next to Rodney Bay Marina in September. Work will begin on the Fairmont Saint Lucia Resort in Sabwisha, Choiseul in September this year. This resort will be a unique space that integrates local nature, a low-rise building complex and a wide range of recreational facilities. The hotel will include 120-five-star hotel rooms, 37 villas, 3 restaurants, a spa, commercial areas for local producers and traders and 3 swimming pools. A special central place within the development will be dedicated for local tradition with several of shops for carvings and paintings. Reduit Beach will be redeveloped to become the home of a luxury five-star, dual-branded hotel called Curio by Hilton. This property will be built where Rex Resorts is currently located. The Curio by Hilton will feature 500 luxury rooms; 350 rooms assigned to the Hilton and 150 assigned to the Curio by Hilton. Work on this property will begin within the last quarter of 2017. Work should also commence on the Honeymoon Bay Resort in Cannelles very soon. This resort will consist of two hotels; the first is a 250 room 5-star luxury, family all-inclusive hotel and the BusinessFocus

Jul/Aug

|

94

second is an 80 room, 5-star luxury hotel. This resort will feature an 18-hole golf course and clubhouse and a museum. The Range Developments signed an agreement with the Government of Saint Lucia to acquire the Black Bay lands and develop Black Bay into an integrated master planned luxury touristic community, which will consist of a luxury branded hotel and villas with other amenities set on 180 acres on the southern tip of the island. The hotel is expected to have 180 rooms and will be the central anchor of the Black Bay Master Development. Initial site works are expected to commence in the fourth quarter of 2017 or the first quarter of 2018 and the hotel is expected to be complete by the end of 2020. Sandals Resorts International has confirmed plans to add a fourth resort on Saint Lucia. The property will offer 350 rooms and suites inclusive of the exotic Sky Pool Butler Suites, all-butler signature swim-up Rondoval Suites and an infinity-edge sky pool bar. Ground breaking for the project is set for 2018. In addition to hotel developments, the island will create and capitalise on the concept of village tourism. Eight fishing villages will be transformed into unique tourism villages based on their attributes and strengths. These villages will be uniquely themed and development plans will be established in a participatory manner which address the villages’ infrastructure, culinary assets, architecture and capacity. ¤


Sandals Buys Saint Lucia Golf Club

Sandals Buys Saint Lucia Golf Club

Grant Thornton

Sandals Resorts International (SRI) is proud to announce it has acquired the magnificent Cap Estate 18-hole Championship Saint Lucia Golf Course, with a commitment to transform it into a world-class facility that can facilitate major international tournaments. Soon to be rebranded as the Sandals St. Lucia Golf and Country Club at Cap Estate, this new investment in Destination Saint Lucia comes just weeks after the introduction of Sandals ground-breaking over-the-water bungalow concept and overthe-water serenity chapel at Sandals Grande St. Lucian. Sandals Chairman, Gordon ‘Butch’ Stewart, said he is proud to once again invest in Saint Lucia, and help support ongoing efforts to make the island one of the most sought-after holiday destinations in the world today. “We are over the moon to be able to offer Sandals guests such a great golfing option in the Eastern Caribbean. It is the only premier 18-hole Championship Course, and we are thrilled to bring this gorgeous facility into our growing Saint Lucian family of offerings.” Despite its picturesque setting, the par-71, 6829-yard course is considered one of the most challenging in the Caribbean, and is sure to be a major draw for golfing enthusiasts the world over. World Golf Hall of Famer Greg Norman, who has partnered with Sandals previously to design the Championship Course at Emerald Bay, has been notified of the purchase, and Mr. Stewart says every effort will be made to involve Mr. Norman in the upgrades at Cap Estate.

RECS

GENERAL CONTRACTORS RECS Contractors We Offer:

•Construction Services •Residential •Commercial

•Industrial •Touristic •General Maintenance

With plans to introduce a family entertainment complex, swimming pool, tennis courts, new restaurants and improved meeting and conference amenities, everyone will benefit since the facility will be accessible to guests from other resorts, cruise ship visitors and very importantly the people of Saint Lucia themselves. “We are going to make what is great even better,” said Stewart. “We are excited to again be of service to the people of this beautiful island by bringing first class, international standard golfing facilities to the island. We look forward to welcoming the people of Saint Lucia to experience the comprehensive, quality offerings that will be added.” The announcement of the Sandals Golf and Country Club at Cap Estate is opportune since just a short walk away, Sandals will begin construction of the new avant-garde 350-key fivestar all-suite Sandals La Source St. Lucia resort, right next to the Sandals Grande St. Lucian. ¤

Massade, Gros Islet P.O. Box 1902 Castries , LC04 101 St.Lucia, W.I.

Tel: (758) 450-4544 / 718-1229 Fax: (758) 450-8156 Email: wcyril@recsslu.com www.recsslu.com Recs.lucia BusinessFocus

Jul/Aug

|

95


TOURISM ENVIRONMENTAL FOCUS

Barbados Hotelier Named CHTA President-Elect Saint Lucia Cleans Up At Taste Of The Caribbean

Saint Lucia Cleans Up At Taste Of The Caribbean

Having only recently taken part in this year’s 2017 Taste of The Caribbean Culinary Competition, the national culinary team is looking forward to taking part in next year’s competition and achieving greater feats. Team coach, Chef Rodroy Thomas, said although the competition was hard, Saint Lucia performed well. “We managed to get a silver medal for team performance out of 15 different islands, which is quite commendable. In the individual competitions – mostly sea food, Chef of the Year, Jr Chef of the Year, chocolate competition, bartender, and pastry chef of the year.

Leading hotelier Patricia Affonso-Dass is the new President-elect of the Caribbean Hotel and Tourism Association (CHTA). The Group General Manager at Ocean Hotels in Barbados, Mrs. Affonso-Dass was elected to the important leadership role Hotelier on Friday Named at the Caribbean Hotel and Barbados CHTA President-Elect Tourism Association’s AGM, held alongside the Caribbean Hospitality Industry Exchange Forum (CHIEF) and Taste of the Caribbean at the Hyatt Regency in Miami this past weekend. Affonso-Dass, a graduate of Florida International University’s School of Hospitality and Tourism Management, serves as president-elect for the next year before taking over the presidency of the travel trade association next summer from current incumbent Karolin Troubetzkoy, Executive Director of the renowned Jade Mountain and Anse Chastanet resorts in Saint Lucia.

SLHTA's Virtual Agricultural CHTA House Hono SLHTA’s Virtual Agricultural Clearing House Honored The SLHTA’s Virtual Agricultural Clearing House (VACH) was honored as a finalist in the Caribbean Hotel & Tourism Association’s 2017 CHIEF Awards. The VACH initiative, established in April 2016, received 2nd place in the Social Responsibility category. The Virtual Agricultural Clearing House (VACH) operates on a simple Whatsapp platform via which hotels, restaurants and food and beverage distributors obtain informa-

Each person was able to win a medal in each category and that was the whole aim of the team, that each person can get a medal to come back home.” The team coach believes that in returning next year, the team is set to secure further successes.

Simon Suarez Is CHTA Hotelier Of

“Seeing that we are going to be represented by the same team, it will be a much easier process. Choosing a team is a bit challenging so if everyone stays together it will be a seamless process. We just need to include the skills that are needed to perform better the next time around.” The Taste of the Caribbean competition took place from June 2 – 7 in Miami. BusinessFocus

Jul/Aug

|

96

Simon Suarez Is CHTA Hotelier Of The Year


ored

a higher level. “We have benefited from Patricia’s talents on our Board of Directors, and are proud to have an exceptional woman from the region lead our association into the future.” Affonso-Dass has been the president of both the Tourism and Hospitality Association of Guyana and the Barbados Hotel and Tourism Association and runs the Ocean Hotels group, a family-owned company located on the south coast of Barbados, with three unique hotels: Ocean Two Resort & Residences, the four diamond oceanfront venue on Dover Beach; Sea Breeze Beach Hotel, the all-inclusive hotel on Maxwell Coast Road; and South Beach Hotel, the chic boutique hotel near Rockley Beach. She will serve the association as president for two years after Troubetzkoy’s tenure ends in 2018. After the appointment, Affonso-Dass said: “I am thankful for the vote of confidence from our members and look forward to serving CHTA with distinction and excellence, both as president-elect and president in the years ahead.” Karolin Troubetzkoy, President of CHTA, thanked Affonso-Dass for accepting the task to serve the association at

Photo: Patricia Affonso-Dass (second from left) with Frank Comito, Director General of the Caribbean Hotel and Tourism Association (left), CHTA President Karolin Troubetzkoy and Rudy Grant, CEO of the Barbados Hotel and Tourism Association.

tion on the availability of crops, thereby facilitating an increase in the sale of local produce and encouraging import substitution. In its first year of operations, over 400 farmers have enrolled in the program resulting in over $800,000 dollars’ worth of produce traded in the first year alone.

The recognition of our program at the CHIEF Awards is an indication that we are going in the right direction”.

Chief Executive Officer in speaking on the impact of the VACH remarked that, “As we continue to increase purchase of local agricultural produce by the hospitality sector, we could generate significant reduction in the importation bill over the long term. This is tourism dollars directly in the pockets of our farmers creating a ripple of positive effects for the economy of Saint Lucia. Respected Caribbean hotelier Simón Suárez was named the 2017 Caribbean Hotelier of the Year by the Caribbean Hotel and Tourism Association (CHTA).

Suárez, Vice President of Institutional Relations and f The Projects Year of Grupo Puntacana in the Dominican Republic, received the coveted honor at the opening of the third annual Caribbean Hospitality Industry Exchange Forum (CHIEF), hosted by CHTA, in Miami on Friday night. Accepting the region’s premier hospitality award, Suárez, a former CHTA president, recognized his colleagues, friends and family, while reminding delegates in attendance to “embrace unity, diversity and ingenuity” in the Caribbean. “Simón Suárez is a pioneer in Caribbean hospitality. He has played and continues to play a major role in the development and growth of Caribbean tourism, and we are indebted to him for all that he has done for his native Dominican

Through the efforts of hoteliers, restaurants and food and beverage companies, strengthened by the work of the VACH, it is estimated that a greater percentage of cantaloupes, honeydew, watermelons, tomatoes and pineapples used on property, were purchased locally. The program continues to grow from strength to strength and recently successfully received three greenhouses sponsored by the Embassy of the Republic of China (Taiwan). Through this, and the continued engagement of private and public sector partners, it is hoped that these strengthened linkages will continue to give support to the agricultural sector. Republic and the Caribbean,” said Frank Comito, Director General and CEO of CHTA. Suárez began his professional career in the Dominican Republic tourism industry at the Central Bank of the Dominican Republic in 1974. Since these early beginnings, he has served as the President of Occidental Hotels’ local operating company, Occidental Hoteles Dominicana, S. A.; Executive Vice President of Coral Hotels & Resorts; President of the Dominican Republic’s Tourism Promotion Council; Chief Development Representative – Central America and Caribbean for Hilton Hotels Corporation; and President of the Dominican Republic’s Hotel and Tourism Association (ASONAHORES). CHIEF also presented awards in the areas of Operations, Sales and Marketing, Social Responsibility and Environmental Sustainability. BusinessFocus

Jul/Aug

|

97


HEALTH & WELLNESS ENVIRONMENTAL FOCUS

A Call To Women: Where Your Health Is Concerned, Be Bold For Change!

A CALL TO WOMEN:

WHERE YOUR HEALTH IS CONCERNED, BE BOLD FOR CHANGE! Every woman should make time for healthy habits including a balanced diet and regular exercise, stress management and routine health screens to detect potential health problems early. This year, we observed International Women’s day under the theme “Be Bold for Change” and I would like to encourage all women every day to make that bold step in taking better care of you. Women often neglect themselves to care for family, friends, co-workers and so on. Some may have embarked on healthy practices, but when last have you had a physical examination and the necessary tests to ensure you’re on the right track. Sometimes we adopt the notion that if it’s not broken, don’t fix it or think ‘I feel well so why go to the doctor.’ As you transition from one decade to another, many changes occur in the body. These changes may be so subtle that you don’t realise it until something goes wrong, so make it a habit of visiting your doctor annually. What Checks Your Doctor May Recommend Pap Smear: Done between the ages of 21-65 years but may be recommended earlier if you’re sexually active. The test can detect changes on the cervix that could indicate a need for further testing. If it’s cervical cancer, you want to catch it early.

Colonoscopy: Done between the ages of 50-75 years, it’s the best tool for detecting colon cancer, precancerous lesions and polyps. Colorectal cancer is the third most common and deadly cancer for females after breast and lung cancer. Someone with a family history of colorectal cancer may require earlier screening.

Mammogram: Recommended every two years between the

ages of 50-74 years. A family history of breast or ovarian cancer would require more frequent screening. For women between 40-49 and those above 75, a decision of when to start and stop screening will be decided together with your doctor. From 20 years old, women should have a clinical breast exam at least every three years until age 40 when it’s done annually.

BusinessFocus

Jul/Aug

|

98

High blood pressure, diabetes and elevated cholesterol are all major risk factors for heart disease and stroke. These should be evaluated annually. Knowing your values could help you and your doctor make heart smart decisions and possibly delay the progression of diabetes. Women approaching menopause should be aware that estrogen is thought to raise good cholesterol but its natural decline at menopause may increase your risk for heart disease. Other checks should include dental, vision and skin care. A bone density scan may be recommended from age 65 to screen for osteoporosis. Once again, I encourage all women to make the bold step towards a healthier you. I also implore you to encourage your spouse or significant other to have their annual checks. Far too often we see women trying to stay healthy while their partners lag behind. ¤ Dr. Celia McConnell-Downes is a General Practitioner of sixteen years. She graduated from the University of Guyana in 2001 with her MBBS and in 2013 she earned her Postgraduate Diploma in Diabetes (Distinction) from the Cardiff University. Dr. McConnellDownes has spent over a decade working in the emergency rooms at Victoria and Tapion Hospitals and is a certified American Heart Association instructor in Advanced Cariac Life Support. Dr. McConnell-Downes currently operates her GP practice in the Fitz St. Rose Medical Centre on Micoud St, Castries where she sees patients of all ages and gender. She has a keen interest in diabetic patients as they are so vulnerable to developing many complications. She’s a member of the St. Lucia Medical and Dental Association, Secretary of the St. Lucia Heart, Lung and Blood Foundation and Vice President of the St. Lucia Arthritis and Lupus Association.


events 2017

Events

CARIFESTA XIII

Events

August 14 – 17, 2017, Barbados. Every two years, CARICOM and CARIFORUM countries of the Caribbean and Latin America gather to celebrate the spirit of their people through the expressions of Art, Music, Food, Folklore, Theatre and Dance at the Caribbean Festival of Arts known as CARIFESTA. In 2017, Barbados will be hosting the 13th edition of this exciting Festival with participation by over four thousand artists, artistes and artisans under the theme “Asserting Our Culture, Celebrating OurSelves”. For further information: www.carifesta.net

Caribbean Renewable Energy Forum (CREF 2017) September 28 – October 1, 2017, San Diego, California, USA. From utility scale to distributed generation, storage to smart grids, financing to regulation, energy efficiency to the role of gas as a complement to renewables, CREF 2016 is the primary meeting place for regional and international market participants. CREF is where knowledge meets need, projects meet finance, and where the Caribbean meets the global experience of developing renewables and diversifying national energy matrices. For further information: www.crefmeeting.com

Caribbean Tourism Organisation (CTO) – SOTIC 2017 October 9 – 13, 2017. Grenada, Location: TBA. CTO’s State of the Tourism Industry Conference (SOTIC) is the “not-to-be-missed” tourism conference for anyone involved in the Caribbean Hospitality Industry. Join the dozens of tourism decision-makers, government officials, tourism, hotel and airline executives, travel agents, students, the media and persons directly and indirectly involved in tourism to network and discuss challenges, trends and solutions for the industry. UNWTO and WTTC heads will join other distinguished speakers who will provide best case practices and winning strategies critical for Caribbean tourism. For further information: www.onecaribbean.org

World Travel Market (WTM) 2016 November 6 – 8, 2017. ExCel Center, London, UK. WTM London, the leading global event for the travel industry, is the must-attend four-day business-to-business exhibition for the worldwide travel and tourism industry. Almost 51,500 senior travel industry professionals, government ministers and international press, embark on ExCeL – London every November to network, negotiate and discover the latest industry opinion and trends at WTM. This unique one-to-one event is targeted at leisure and niche travel markets, allowing exhibitors to exclusively meet with elite hosted buyers. WTM London, now in its 36th year, is the event where the travel industry conducts and concludes its deals generating in excess of £2.5 billion of travel industry contracts. For further information: www.wtmlondon.com

BusinessFocus

Jul/Aug

|

99


Major Moves

Kirk Maraj is the new Branch Manager for Guyana and Trinidad Mutual Group of Companies Limited (GTM). The modest, mild tempered yet energetic Maraj was appointed on April 21st, 2017. The appointment places him among the youngest to hold the top post with the company locally. As Branch Manager for the territory of Saint Lucia, Maraj will have oversight of the entire Saint Lucia operations which include offices in Castries, Vieux Fort and Soufriere. Eminently qualified via multiple sales conventions, the 34 year old is a highly organized and detailed-oriented insurance executive, with over 16 years of experience in the insurance industry. Recognized for superior sales excellence with multiple awards both locally and regionally, Maraj has consistently been singled out for his proficiency in building and maintaining professional relationships. In taking up the appointment, Maraj was quick to note “Our mission remains unchanged, which is to consistently provide Sound, Solid and Reliable customer-oriented insurance services in a rapidly changing and competitive environment.” Kirk Maraj graduated Summa Cum Laude from Monroe College with a bachelor’s degree in Business Administration (BBA). He’s also a holder of a Caribbean Certificate of Insurance Practice from the Association of Insurance Institutes of the Caribbean (CCOIP). Other insurance designations include ACS and ALMI from Life Office Management Institute. (LOMA). Prior to his appointment, Maraj served as Unit Manager for GTM Group of Companies from 2014.With more than a decade of dominance in sales throughout all classes of business Maraj is of the firm belief that the greatest days for the GTM Group of Companies are ahead of them. An avid sports enthusiast and decorated athlete, Maraj has been a national cyclist since 2000 and a member of the Saint Lucia Cycling Association. He also is affiliated with Project Breakaway. BusinessFocus

Jul/Aug

|

100

Johnathan Johannes has been appointed as the New Managing Director of 1st National Bank St. Lucia Limited. Johannes previously held senior positions in Banking, Customer Service and Retail Sales throughout the region, in particular the OECS, Belize and Barbados. His most recent position was Regional Sales Director for UNICOMER. This New appointment follows due to the untimely passing of Andy Delmar after two and a half years with the Bank. Johannes will report to the Board of Directors of the Bank. In his introductory press conference the New Managing Director underscored his passion for customer service excellence in ensuring world class service for customers from a world class team. He emphasized the need to listen to customers, shareholders and staff and to empower staff in the execution of their duties, always making sure that their welfare is a priority. A graduate of the University of Lincoln (UK) in the discipline of International Business The Board of Directors is pleased to welcome another son of the soil to head the first National Bank Family.

Mark Ferguson, a British hotelier with expertise in accountancy, food and beverage and technology is the new Managing Director of Coco Palm. Mr Ferguson is the first person outside of the Chastanet family to hold the post of Managing Director and Feolla Chastanet commented “We welcome Mark as our Managing Director whose expertise in

MAJOR MOVES key areas will build on our success with the implementation of new systems and technology giving our team the tools to work more efficiently in the tech era and the Board is delighted to have him as part of our team.” The incoming Managing Director noted, “Coco Palm has a strong position in both the corporate and leisure market which we will be developing further.”

Philip Dalsou has been appointed Permanent Secretary in the Ministry of Housing, Economic Affairs and Civil Aviation. He is a graduate of the University of the West Indies and a long serving career civil servant who has served as Permanent Secretary in a number of Ministries of Government during his tenure. Prior to this new appointment, he previously served as Cabinet Secretary.

Patricia CharleryLeon has been appointed by the Saint Lucia Tourist Board as its Head of UK Operations. Ms Charlery-Leon originally set up the Tourist Board UK Office in 2002 and spent 12 years at the organisation. Under her tenure Saint Lucia’s UK arrivals increased by 40%. She now returns to focus on engaging trade partners with Saint Lucia and increasing visitor numbers from the UK to the island. Agnes Francis, Executive Chairperson of the Saint Lucia Tourist Board, said:


MAJOR MOVES “Patricia will bring a level of expertise and certainty to Saint Lucia, which we hope will make it easier for collaboration and communication.”

Mr. Omar BurchSmith has been appointed the Business Development Manager at First Citizens Investment Services Limited. Mr. Burch-Smith joined First Citizens Investment Services Limited in January 2017 following 7 years of experience as a Corporate Relationship Manager in the financial services sector. He holds a Bachelor of Science Degree (Honours) in Banking & Finance from the University of the West Indies (Jamaica), a Master of Science Degree in Banking & Finance from the University of the West Indies (Barbados) and possesses a solid understanding of the local market. Mr. Burch-Smith also has experience as a facilitator of First Degree Level Business Finance at the Australian Institute of Business and as a tutor of Financial Management at the University of the West Indies (Barbados). His strengths include Financial Analysis, Business Planning, Credit Analysis and Forecasting.

Mrs. Verna Charles has been appointed Chief Executive Officer of St. Jude Hospital The Board of Directors of St Jude Hospital is pleased to announce the appointment of Mrs. Verna Charles to the post of Chief Executive Officer of the health institution.

Mrs. Charles has served the hospital in various capacities over a thirty seven (37) year period. During that period she has performed in various senior management capacities. This includes, Nursing Director from 2008 to 2016. She also served as Acting CEO at the institution on no less than five (5) occasions. Mrs. Charles holds a Masters in Public Administration and Health Service Management as well as a Diploma of Higher Education in Nursing. Among her achievements are: establishing a procurement and inventory committee to manage supplies; developing a Nursing Administration Manual; and establishing an MOU between St. Jude Hospital and Spartans Medical University. The new CEO has articulated her personal vision, which states: “To lead unwaveringly with integrity, be a positive change agent and apply ethical principles to make a significant difference”. The Board of Directors of St Jude Hospital looks forward to working in collaboration with the new CEO in fulfilment of its strategic outlook and the vision of Making St Jude “A Healthcare Provider of Excellence”. Mrs Verna Charles’ appointment took effect on 1st, June, 2017.

SLHTA Board Of Directors For 2017-18 President – Sanovnik Destang 1st VP – Daniel Belizaire 2nd VP – Erwin Louisy Executive Chair SLTB – Agnes Francis Board of Director Representative for Luxury Villas and Vacation Rentals – Cybelle Brown Board of Director Representative for High End Boutique Hotels – Karolin Troubetzkoy Board of Director Representative for Independent Restaurants and Food & Beverage Supplies – Orlando Satchell Board of Director Representative for Utility Companies, Statutory Corporations and Financial Institutions – Zilta Leslie All the other Directors and the Executive remain the same. Board of Director Representative for Small Properties (Small Hotels, Inns,

Bed & Breakfast Establishment and Guesthouses: Cheryl Skeete Board of Director Representative for Large Hotels: Winston Anderson Board of Director Representative for Airlines, Travel Consultants, Destination Management Companies, Cruise Handlers &Wedding Service Providers: John Mathurin Board of Director Representative for the Yachting and Maritime Sub- Sector: Sean Devaux Board of Director Representative for Ground Transportation, Cruise SubSectors, Tour Service Providers and Duty Free Shops (Automobile rentals, National Taxi Union, Tourism Taxis and Cruise related businesses): Corey Devaux Board of Director Representative at Large for Banks, Professionals, Educational/Training Institutions and Other Allied Members: Richard Peterkin

National Youth Council 2017 Executive On Saturday May 27 2017, a new executive was elected to the Saint Lucia National Youth Council during its General Assembly at the New Financial Administrative Centre, Pointe Seraphine, Castries. The following young persons were voted in to form the 15th Executive of the Saint Lucia National Youth Council: President Mr. Jeshurun Andrew, Gros Islet 1st Vice President Mr. Nyus Alfred, Choiseul 2nd Vice President Mr. Ajani Lebourne, Micoud General Secretary Miss Raejean Montoute, Gros Islet Assistant General Secretary – Miss Racquel John, Gros Islet Treasurer – Miss Anya Edwin, Castries Public Relations Officer – Mr. Chaddie Faucher, Mabouya Valley The Saint Lucia National Youth Council is an institution governed by the principle of harnessing and transform the talent, energy and creativity of Saint Lucian youth, into a potent resource for individual, community and national transformation. BusinessFocus

Jul/Aug

|

101


ADVERTISERS INDEX COMPANY

Advertisers Index

Page

Agostini Insurance Brokers (St. Lucia) Limited

51

Alternative Security Services (St. Lucia) Ltd

82 5

Bank of Saint Lucia Blue Waters

23

Capella Marigot Bay

92

Captain Mikes

57

Caribbean Line

89

Cool Breeze

70

C & W Business

1&2

EC Global Insurance

65

Fast Cash

24

First Citizens Investment Services

17

Goddard Catering

11

Grant Thornton

95

H & L Environmental Services

81

Hot Sports Auto Rental

81

IBS Inc

62

Island Tek

45

JQ Motors

81

LUCELEC 55 Mampa Training Institute

45

Massy Stores

31

Massy United Insurance

53

RECS Contractors

95

Renwick & Company Ltd

55

Sagicor 59 Saint Lucia Distillers

78

SDG Engineering Inc

85

Tyrone's Wrecking Service

61

Visions Express

89

Windward & Leewards Brewery Ltd

67

COVERS C & W Business

IFC

Harris Paints

OBC

GTM

IBC

BusinessFocus

Jul/Aug

|

102


Contact: Rendra Gopee | Assurance Mobile: +1 758 722 8149 | Email: rendra.gopee@bb.ey.com NEW COMPANY REGISTRATIONS Marc Roper | Tax Mobile: +1 758 725 4202 | Email: marc.roper@tt.ey.com EY | Assurance | Tax | Transactions | Advisory

NEW COMPANY REGISTRATIONS COMPANY

NATURE OF BUSINESS

DIRECTORS

100% Luxury

Taxi Services

Sant Cooper Justin

A+ Blocks & Trucking Services

Construction of blocks and trucking services.

Aron Marcellin

All Reach Records

Clothing and music

Irvin Matty

Archi-Kouture

Architecture, interior design, craft, home improvement

Christie Shenel Gustave

Baycourt Inn

Bed & Breakfast property

Marie Jacinta Francis Brennan Fitzgerald Francis

Ben's Touring Services

Touring Services

Benjamin Prince Dalkhan

Beyond Vegan

Restaurant selling vegan food & organic store selling wholesale products

Soriah Ghirawoo Brad Joshua Daniel

BMS Construction

To provide services in the field of construction

Sylvester Cuttin Brenda Moise-Cuttin

Boinin Heart Villa

Bed and breakfast

Jonnes Lamontagne

Brite-Inovision

General marketing and insurance marketing consultancy.

Ruth Phillips

Celebrate with Confetti

Retail & distribution of party supplies

Allister Marina Phillip

Chill Spot Arcade

Games Arcade

Brendan Vaudroque Shanan Charlemagne

Chris Ann's Place

Bar

Chris-ann Phidelua Mathurin

Club Ignite

Night Club

Vincent Roberty Kingsley Prince Roberty

Coco Guesthouse

Guesthouse rentals

Endrus Clifford

Contoure Realty

Real estate marketing

Akalan Paul Brouet

DCIC Professional Services

Business Consulting

Nikita Renya Edwards

Digital Wurl

Web services

Mandla Mc Carthy Stephen

ECOWARES

Retail of eco & environmentally friendly products

Jackson Arcadius Jules

Emaculate Cleaners

Cleaning services

Karen Elma Henry

EN-TREPID IMPORTS

Ordering of goods, consumer retail, electronics repair.

Joel Simeon Bernard

Fresh to go

The retail of fresh local drinks

Junior Terry Charles

Frozerts

Food production, manufacturing, retailing, restaurant

Andrea Barnard Daniel Duplessis-Barnard

Helen Snacks

Manufacturer of breadfruit chips and other locally produced snacks

Thomas Surage

Helping Hands

Domestic household cleaning and family care

Shannel Leocac Edwin

Island lookout

Papersales/ e- commerce

Jonathan Augustin

J's Hair -Ven

Beauty Salon

Jana Stephanie Charles

Jamaican Dish

Restaurant

Camille Stacy-Ann Ellis

K-Zim's

General merchandise

TRADEXL Ltd

Kook Nook

Food catering and delivering services

Ellroy Lucianus Myers Cerina Kerdisure Stephen

L&M Import & Export

Import and export of local foods

Channa Rena Griffin

Lady Lorde

Communications PR Marketing Consultancy

Jemima Eunice Bevan BusinessFocus

Jul/Aug

|

103


Contact: Rendra Gopee | Assurance Mobile: +1 758 722 8149 | Email: rendra.gopee@bb.ey.com Marc Roper | Tax Mobile: +1 758 725 4202 | Email: marc.roper@tt.ey.com EY | Assurance | Tax | Transactions | Advisory

NEW COMPANY REGISTRATIONS COMPANY

NATURE OF BUSINESS

DIRECTORS

Landmark Builders and Maintenance

Construction and maintenance of building and general facilities

Leslie Fontenelle Gregory Mortley Lawrencius Volney

LP's Handmade Crochet

Crochet

Laura Peterson Gina Sophia Peterson- Joseph

Mario's Honey

Bee farming and honey production

Mario Luigi Robert Monrose

Marlo's

Restaurant and Bar

Marlon Rae O'Brian Debra Marla Creek

Mitche's Taxi Service

Taxi services

Jonnes Lamontagne

Mother's Farm

Farming

Kwadena Misias Bastien

MTS -Multi Talented Service

Selling aquarium fish,maintaining aquarium tanks and glass works.

Eliseues J. Portland

Nailed

Nail salon

Kelianne Kadisha Nelson

Nstrends

Fashion, trends and travel

Neil Simon St. Mark

Spektakular Construction Services

Construction

Lucius Popo

Star Plumbing

Plumbing services

Starry Hutchinson Shian Kelvin Brown

SWAGG

Clothing Store

Natalie Mavina Girard Benjamin Prince Dalkhan

Sweetpot

To carry on sale of cakes, pastries, drinks

Francisca Plummer

The Sifflet Group

Coaching, training, events, conferences

Catherine Natasha Sifflet

Trinkets

Handmade Jewellery & Crafts

Krissan Pamphile

True Value Pharmacy

Retailer pharmaceuticals cosmetics , confectionery, etc.

Mark Anthony Benjamin

Villa Saisons Apres Saisons

Guesthouse

Rainbow Divers Inc.

Woule' Tanbou

Traditional folk-dancing and singing (solo, kout, De'bot)

Marie Joseph Henrica Mary Thomas

BusinessFocus

Jul/Aug

|

104


GUYANA & TRINIDAD MUTUAL GROUP OF INSURANCE COMPANIES Insurance You Can Trust For All Of Life’s Challenges

• • • •

Property Motor Accident Life

• • • •

Health Retirement Debt Protection And Other Classes of General Insurance

Discount Programs: • Family Discounts • Loyalty Discounts • No Claim Discounts • No accident Discounts & More

• GTM Heath Card Program (with Partnered Physicians & Pharmacies) Main Office: Castries Cnr Chaussee Road & Brazil St

Motor & Property Department

Tel: (758) 458-6300 Fax: (758) 452-7117

Medical Department

Tel: (758) 458-6309 Tel: (758) 458-6306

Office Hours: Mon - Fri Castries 7:30 a.m. - 4:30 p.m. V. Fort & Soufriere 8:00 a.m. - 4:30 p.m.

After Hours

Tel: (758) 722-7878

Since 1880

• Claims are paid within 10 working days of submitting completed claims form. Soufriere Branch Bridge St

Tel: (758) 458-6326 Fax: (758) 457-1758

Vieux Fort Branch Clarke St

Tel: (758) 458-6320 Fax: (758) 454-3799 Website: www.gtm-gy.com Email: enquires@gtmstlucia.com


St. Lucia Business Focus 92  

The bi-monthly magazine for decision makers.

St. Lucia Business Focus 92  

The bi-monthly magazine for decision makers.

Advertisement