Endeavour West Indies

WEST INDIES www.littlegatepublishing.com

NATIONAL ENERGY CORPORATION OF TRINIDAD AND TOBAGO Fuelling the Future PEPSI COLA JAMAICA BOTTLING COMPANY LTD. Putting the ‘I’ in Jamaica

PORT MANAGEMENT ASSOCIATION OF THE CARIBBEAN caribbean port

Excellence UK £4.95 CAN $7.95 USA $7.95 EUR €5.95 SA ZAR 69.00

Inspired by YOUR SUCCESS

TOFCO the leading international provider of fabrication, construction and offshore services for the oil and gas industry, with headquarters in the Caribbean.

www.chetmorrison.com/tofco.cfm +1 868 651 0006

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Heads of Departments Editor-in-Chief Carley Fallows editor@littlegatepublishing.com Space Management Emlyn Freeman emlynfreeman@littlegatepublishing.com Media Coordinator Andrew Williams andrew@littlegatepublishing.com Lead Designer Alina Sandu Research Kristina Palmer-Folt Editorial Research Amber Winterburn Corporate Director Anthony Letchumaman anthonyl@littlegatepublishing.com Founder and CEO Stephen Warman stevewarman@littlegatepublishing.com For enquiries or subscriptions contact info@littlegatepublishing.com +44 1603 296 100 ENDEAVOUR MAGAZINE is published

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Editor’s Note

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reating region-specific quarterlies is vital as it highlights commonalities in cultural practises, as well as bringing to light local communities, and the ways in which they interact with titans of business.

The West Indies comprises a complex and diverse collection of Islands. This includes the Bahamas, the Greater and Lesser Antilles, and a further three thousand islands and reefs in total. Although the region is known for its vast volcanoes and tropical forests, it also boasts a rich cultural history. This is cultivated by its diversity of nationalities, creating an eclectic mix of cultures, passions and working environments.

The West Indies’ location means that it is perfectly situated for optimal trade and business, consequently, it is regarded as one of the most prominent regions within the Caribbean. Therefore, as a bustling tourist destination, with a keen eye for expansion projects, it is ideal for exciting new business ventures in an ever-changing business landscape. This is further endorsed by its prized diversity of cultures, which brings strength to the Caribbean Basin, alongside a tight community spirit that can be found across the stunning region.

Despite its spectacular scenery and bustling local community, the West Indies is not without its challenges, materialised by drastic market changes and extreme weather. This demonstrates the capability of the region to respond to challenges and tenaciously overcome adversity.

Namely, some of the West Indies’ islands were greatly impacted by 2017’s detrimental storm season. And yet, the communities of the West Indies came together to patch up the region and restore it to its former glory.

Having come through some of these challenges, it is important now more than ever that we hear some of the stories of the companies who have, quite literally, weathered the storm. Thus, allowing us to celebrate their subsequent successes.

Endeavour Magazine | 3

Staatsolie

Features 7

Pepsi Cola Jamaica Bottling Company Ltd.

Putting the ‘I’ in Jamaica

13 Island Site Development

Reaching New Heights

19 National Energy Corporation

Fuelling the Future

25 CB Group

That Caribbean taste

33 Staatsolie

Ready for the Next Step

39 TTAIFA

A Guiding Light

45 Port Management Association of the Caribbean

Caribbean Port Excellence

Island Site Development 4 | Endeavour Magazine

National Energy Corporation

TTAIFA

CB Group Endeavour Magazine | 5

PUTTING THE ‘I’ IN JAMAICA Pepsi Cola Jamaica Bottling Company Ltd. chevron-square-right https://www.pepsico.com/ or https://pepsi.co.uk/ phone-square 1-800-433-2652

Pepsi Cola Jamaica Bottling Company Ltd.

As an international brand, PepsiCo is a company that many of us are very familiar with, boasting the most diverse beverage portfolio in the world of leading global brands such as Pepsi, 7up, Liptons and Gatorade, whilst also holding a substantial mix of local brands like Gamesa, Mafer, Torix and Kero Coco.

However, as such a large and expanding brand, they often need to turn to local distributors to meet the production and output needs across the globe, this is where we find Pepsi Cola Jamaica Bottling Company.

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hen we last looked at Pepsi Cola Jamaica Bottling Co., part of the Pepsi Jamaica brand and a subsidiary of PepsiCo, they had just begun production on a new beverage under Tropicana, which would be fulfilled in the Jamaican bottling facility. Now, we see how Pepsi Jamaica has inspired the nation through its ad campaigns and marked a huge investment with Tropicana that focuses on its local consumer base.

Following the pandemic, the world is quite considerably a different place and Pepsi Jamaica saw a need for inspiring and bringing back the beloved national pride of Jamaicans through their ad campaign relaunching ‘JamaICAN’. Following the success of the original campaign in 2018, the company saw it was crucial to bring it back when the national spirit was at a low.

The campaign takes great inspiration from the unapologetic national pride, identity and unity of spirit that is known to Jamaicans.

The campaign brings Pepsi Jamaica and the consumer together by reminding the customer that they are the ‘I’ in Jamaica, and it is their uniqueness that Pepsi Jamaica champions in their campaign. It is clear that Pepsi Jamaica is keen to reinforce national identity and pride, which through the campaign they reaffirm its position as a company that supports and uplifts the local community.

Jamaica is a country with a rich background and achievement, and this is something Pepsi Jamaica takes pride in being a part of through its bottling facility and campaigns.

As we saw last time we covered Pepsi Jamaica, they had just launched Splash a flavoured water beverage under the umbrella of Tropicana, facilitated through the Jamaican bottling facility.

As of September 2022, Pepsi Jamaica, owned by beverages giant Continental Beverage Corporation (CBC), has made a US$2 million investment in the local production of Tropicana, producing a natural juice line with no added artificial sugars. These juices retail for JMD$200-220 per bottle making them a premium beverage that boasts the health benefits of reduced artificial sugar, whilst remaining affordable to the Jamaican market. The goal of the juice stays in line with Pepsi Jamaica’s continuing desire to support and uplift the community.

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Pepsi Cola Jamaica Bottling Company Ltd.

The company aims to advocate for finding ways that their bottling company can benefit the country, and in return its people. The new juice drink will eventually be looked at in the long term for export, however, the company is focusing first on meeting the needs and distribution requirements in the local market first to bring premium and affordable beverages to those locally. As part of Pepsi Jamaica’s desire for nation-building through this new venture with the Tropicana brand, the bottling facility will continue to provide continuous job opportunities to all qualified Jamaicans within other fields that are relevant to the manufacturing industry. Therefore, Pepsi Jamaica continues to bring development and financial stability to its local communities in Jamaica.

Pérez y Cía provides global support services to the shipping and logistics sectors, and so works closely with Pepsi Jamaica to provide services with shipping logistics, and supply chain management from their bottling facility. Pérez y Cía expanded its operations from its origins in Spain and Portugal to the Caribbean and Central America in 1979.

They remain keenly concerned with maintaining

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professionalism, efficiency, and respect for the environment throughout all the roles they play in the various supply chains they operate in. As a leading company, Pérez y Cía has more than 45 offices strategically placed across the world so it can offer the best solutions globally and has done so since 1853. As part of a continuing relationship with Pepsi Jamaica, Pérez y Cía offer the company crucial shipping needs for smooth production from the Jamaican bottling facility.

Overall, the PepsiCo brand continues to grow which means so does the increase in production at the Jamaican bottling facility. Pepsi Jamaica champions its people, always focusing its bottling production, employment goals, and its social impact on the people of Jamaica first. By doing so, Pepsi Jamaica has established itself as a crucial part of PepsiCo which is bringing real change in Jamaica.

Pérez y Cía Group More than 150 years in shipping

Pérez y Cía Jamaica Ltd. 6-12, Newport Boulevard Newport Centre, Kingston 13 Jamaica, W.I. Ph: ( 876 ) 618 1209, 901 6480 Fax: (876) 757 77 37

Perez y Cia extends heartiest Congratulations to Pepsi Jamaica, as you move forward with the next stage of developing the business. We look forward to the announcement of new projects and the future development of the company brands.

As we continue to provide services in shipping Logistics and supply chain management, we look forward to our continued partnership as we strive to serve you better.

Offering a full range of services from booking acceptance, shipping, clearance, delivery, project management and solutions to meet every shipping need.

“PEREZ Y CIA is the answer !”

REACHING NEW HEIGHTS OF CONSTRUCTION Island Site Development chevron-square-right http://www.isdbahamas.com/ phone-square 242 328 2025

Island Site Development

In 2017 we spoke to Island Site Development (ISD) about its clientfocused perseverance as a civil engineering and road development company. We found them to be a genuine and committed workforce who guaranteed success in every project. Five years on, ISD still prevail as a reliable and diverse source of high-quality engineering and construction. This is further encouraged by the progression of the sheer size and capability of their operations, whilst still placing their client’s needs as the beating heart of the company.

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s of 2022, ISD remains a beacon of the Bahamian business landscape. This is demonstrated by the patriotism they have for the Bahamas, shown by their standing as a pillar of the local community. Such a position is further endorsed by their continued support of the local Bahamian people. If you ask any one of their clients, they will tell you there is mutual respect present between ISD and the locals, as they work together to greatly develop many parts of the region. Furthermore, they also give back to the local community through a strong and proud tradition of construction that openly benefits beyond the local area, expanding their influence across to the Caribbean. This is further complemented by their dedication to a project, seeing it from its early stages, through the design and construction processes, to the end product. Therefore, it’s not hard to see how at ISD, their main focus can be found in the key difference they make to the community and their clients alike.

Additionally beneficial is the commitment to delivering only the highest quality operations. This

Reaching New Heights of Construction

is a common promise amongst many engineering companies that are seldom delivered upon, due to outsourcing and the failure to see the project through. And yet, ISD stands out from the crowd they make it their top priority that every client, big or small, has their project completed to the highest standard. This is evidenced by the sheer diversity of services and operations in which they offer.

The prevailing diversity and an extended number of operations on offer are impossible to fit into one article. However, the civil and Infrastructure operations that ISD provide demonstrate a kaleidoscope of services and projects that evidence worldclass development. Such services include assistance, budget, and contracting services, that are spread across a diverse range of clientele. These services can also be provided for projects like mass earthworks and grading, hardscape and landscape, and environmental strengthening & protection, just to mention a few.

Therefore, as we can see, whatever their client may need, at whatever size, ISD are prepared to put quality time and sustenance in their operations to provide the greatest efficiency. This can be endorsed by the certification from many local and international bodies that can attest to ISD’s achievements within the engineering industry.

Over at ISD, they thrive when working on a challenge, whether it be reaching target goals, responding to tight deadlines, or overcoming adversities. Such goals all wrap to ensure customer satisfaction of the highest standard.

This is evidenced by the thousands of clients that they deliver to on an annual basis and the variety of projects in which they offer. Some of the most recent projects include Baha Mar Resort’s Lake Bridge. This fun and exciting project not only provided lots of entertainment to the local community but also demonstrated the efficiency of ISD engineering performance. This is most aptly shown through features like electrical and control systems for the operation of underwater fountains, as well as 4,000cu, yd. of marine grade concrete

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Island Site Development

walls. Therefore, not only does this demonstrate the customer’s need for a fantasy water park for all to enjoy, but underneath the magical aesthetic is an inspiring and innovative engineering production.

Another case of a client’s vision coming to life is evidenced through the construction of the Landslide Civil Phase II, as part of the continuous upgrades to the Lynden Pindling International Airport. This complex operation included different earthwork, a gravity sewer, drainage, slot drain and a large retention basis. Despite this complex project, ISD flew high to complete it to an innovative standard. This same passion is reflected in their other latest projects, which include Wastewater treatment plants, and property development along Cococay. Once again we can witness how valuable such projects are, as ISD are responsible for key advancements in the infrastructure of the region and progression in travel and tourism.

You rarely find an engineering company that doesn’t just rely upon a faceless bank. However, ISD’s continued success is reflective of the dedication to its shareholders, which encouraged ISD to further evolve and transform into the magnificent place they are today. Therefore, it can be easily

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said that ISD put people at the heart of its business.

This is also reflected within the history of ISD, as the company developed from its inception in marine construction, to become its own independent contractor and has no claims to outsourcing. This was only, however, achieved by putting the wants of the shareholders and the needs of the local community at the centre of what they do.

ISD very much sees the bigger picture in every build and construction. No matter what the specification or desire, ISD combine the valued expertise and decades of experience to bring a dream to life. This is achieved through their simple mantra: to provide only quality services in a way that is safe and beneficial to those around them.

Although this seems like a simple goal, their clear mission may be the secret to their success as they value the ethics of working across many cultures and disciplines, whilst transforming the Bahamian landscape in a way that is beautiful and efficient for all. And yet, ISD strives to constantly improve their standards so that we can see how they progress long into the future. As such, we look forward to hearing from them soon!

FUELLING the FUTURE National Energy Corporation of Trinidad and Tobago chevron-square-right https://nationalenergy.tt/ phone-square 1 868 636 8471 envelope-square info@nationalenergy.tt

National Energy Corporation of Trinidad and Tobago

The supply and demand of continuous energy for an entire country is no easy feat. However, located on the dual Islands of the Caribbean, National Energy Corporation of Trinidad and Tobago has made it seem like a breeze for over 40 years. As a major industry in the region, they are an indispensable force for the many flourishing sectors of the Caribbean nation.

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nown more simply as National Energy, they have been working tirelessly since their incorporation as a 100% subsidiary of a neighbouring national body, the National Gas Company of Trinidad and Tobago (TBC). National Energy was first formed in 1979, to help develop the country’s energy resources and monetise energy supply. However, the company continued to flourish as it began taking on extra responsibilities, including the nation’s infrastructure in the marine and industrial sectors, which sparked a long timeline of successes. Alongside major projects, such as the construction of petrochemical plants, 1999 also marked a considerable increase in business as the company was re-operationalised and given an expanded mandate. Further expansion occurred five years later with the escalation of energy-related projects in Trinidad and Tobago.

Subsequently, the company rebranded in 2013 to encapsulate its wider responsibilities and modern approach.

With such a history of expansion, National Energy places great effort in achieving its mandate: to “conceptualize, promote, develop and facilitate new energy-based and downstream industries.” Considering that a majority of the company’s energy is put into oil and gas, they are also dedicated to maintaining the necessary infrastructure that is in place to support such operations, including deepwater ports and marine assets.

To this end, the utilisation of harbour ports is vital for the shipping of natural gas, which is a major export of the dual island.

A noteworthy example can be found in Port Galeota. Recently completed, the project totalled a staggering $100 million and took place alongside improvements being made to the island’s existing Port of Brighton. These two projects accelerated the marine industry and National Energy’s subsequent responsibility in creating an efficient marine industry in Trinidad and Tobago.

In recent years, the oil and gas industry has come under fire for its contribution as a carbon emitter.

In order to combat this, National Energy has put considerable thought into its carbon footprint. This is indicated by its commitment to “the sustainability of the local and regional energy sectors through the development of gas and energy-based industries while providing the associated infrastructure to 20 | Endeavour Magazine

National Energy Corporation of Trinidad and Tobago

support these industries.” Thus, National Energy not only provides energy but does so in a way that is sustainable and better for the planet.

Such goals are achieved by the careful renavigation of their energy efficiency. An example of this can be found in the reduction of waste, which subsequently reduces inefficient energy and environmental impact. By looking into this issue, National Energy has launched a Super ESCO efficiency model which reduces wasteful emissions.

In the implementation of this new model, National Energy hopes to improve not only its own energy efficiency, but spread a positive message across the country, whilst promoting similar approaches to other companies in the industry. This is conducted with an internationally developed model, which includes research, marketing, and education, as well as facilitating private sector investment in energy efficiency programmes, therefore generating many positive steps in the industry.

The developments that have so far been mentioned are exciting steps in the advancement of not only National Energy, but the region overall, as it is an indicator of the growing influence Trinidad and Tobago has in the global market.

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This is particularly pertinent as National Energy hopes to expand its global presence in the future: “National Energy is well positioned as the force that will drive the expansion of the energy sector into the future. The company is taking a proactive approach in promoting Trinidad and Tobago’s energy brand regionally and internationally, as well as continuing to execute the development of energy projects and infrastructure under the guidance of the Ministry of Energy and Energy Industries.”

Consequently, with such an influential pillar of support, National Energy can continue to revolutionise the local energy sector.

Alongside its commitments to its green footprint, National Energy is also committed to honouring its CSR. When speaking to us, the company pledged that “National Energy will be a leader and innovator in the field of CSR, creating a shared value for the company and its multiple stakeholders, with a focus on socio-economic development and human development, whilst supporting initiatives which preserve the national identity and heritage and will seek to be sustainable in the way we conduct our

Fuelling the Future

daily operations and in the social interventions we develop, implement and support.” The companysponsored Energy Efficiency Audit and Solar PV Training is a testament to such words, as it conducts training for the residents of its fence line communities. These training programmes reflect the company’s commitment to ensuring its fence line communities are well-equipped with the skills necessary to continue to harbour benefits in energy transition.

Looking to the future and driving forward innovation is a respected asset in the company.

Indeed, National Energy has amassed four decades of market-leading expertise, which is admirable in an overtly saturated industry. Therefore, by proactively working for the community, and industry that it serves, there are certainly some great times for National Energy.

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Written by Alice Instone-Brewer

THAT CARIBBEAN TASTE CB Group chevron-square-right www.mycbgroup.com phone-square 1 876.924.6000

CB Group

What speaks about a country and its people more clearly than its food? Its ingrediants, its flavours – food not only feeds people and an economy, but captures something of a culture. It’s an important part of people’s memories of home – it is nostalgic, quintessential, familiar. CB Group – Caribbean Broilers - know this well, and approach food with respect not only as a commodity, but for a part of the Caribbean itself.

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B Group was founded by Chairman Karl Hendrickson. Hendrickson loved food: he approached the company both as a fan of baking and a fan of farming - he knew how to produce the best products, and he loved to use them! Like most ventures, he started small, purchasing a poultry processing operation called Caribbean Broilers in the early 1980s. Over the next ten years, he worked to improve the business, streamlining the supply chain and modernising production through automation. With a Caribbean hatchery already in business to supply baby chicks, he opened Newport Mills to supply himself with better feed. Vertically integrated and running smoothly, a successful future was a sure thing. However, history had other plans, both for Hendrickson and for Jamaica at large. What happened in 1988 could have been the end of many businesses, but Caribbean Broilers not only rose from the ashes, but raised Jamaica up with them.

In September 1988, Jamaica was hit by Hurricane Gilbert – one of the most powerful storms recorded to date. In terms of wind speed, it even surpassed 2017’s Hurricane Maria, and with it came catastrophe for Jamaica. Once the storm had passed, not one farm was left standing.

Between flood damage and sheer force, the crops were not only destroyed, but livestock was wiped out: the country’s agricultural sector was crippled, along with most other areas of island life.

However, the country was resilient, and this included Hendrickson’s business. Rebuilding themselves better than they had been, the company saved no expense in choosing the best farming technology available. Such a costly investment would have seemed like a risk after such devastating loss, but they knew that to come back strong, they needed to come back swinging. This restoration resulted in the Caribbean’s first-ever tunnel ventilated, climate-controlled broiler house, proving a turning point not just for the company, but the local industry as a whole.

From that point onwards, the company has continued to innovate, invest, grow and diversify.

In doing so, its affluence and influence has grown, and the CB Group have been able to involve themselves in more and more of Jamaica’s industries, supporting their regrowth. In particular, they made major investments in the pork, egg and 26 | Endeavour Magazine

That Caribbean taste

animal feed industries, with suppliers receiving steady business as well as hands-on assistance from CB’s resources. Today, the CB Group stands as a diversified agribusiness, covering three main markets: consumer foods, livestock & animal feeds, and crops.

It all began with chicken, and CB Chicken is still a local favourite that is offered in retail chains and wholesales island-wide. A staple meat in Jamaican cooking, CB Chicken has become the go-to brand for pan vendors across the island, so much so that it annually holds a PAN Competition attended by hundreds of vendors a year, and is spectated by thousands!

These festivals are as popular and energetic as they are in touch with the soul of Jamaica.

This sums up CB Foods, and the entirety of the CB Group, with their country’s enjoyment and wellbeing behind every decision as they develop their delicious and sustainable foods. Local flavour and high product quality is found in every aspect of

CB’s companies and brands, as is their dedication to supporting and raising up local farmers. The brand Caribbean Passion produces ready-toeat deli products that use and celebrate local ingredients, their selection including extremely popular Christmas hams, sausages, and smoked and cured meats.

The Group also produces two ranges of eggs (Smart Eggs and Chippenham Eggs), and the “lean, clean and tender” Copperwood Pork.

The Group even has a company dedicated solely to producing flavoursome Jamaican beef burgers, and they’re not doing things by halves. Using Jamaican pimento and real Jamaican Scotch Bonnet peppers, Bonafide Burgers’ patties are full of local taste. They can also boast that their products use no fill, no paste and no preservatives, promising a better quality, meatier burger.

CB see Bonafide Burgers as an important arm in their support of local agriculture, using beef

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CB Group

exclusively from local cattle farms, and only ever from grass-fed cows.

Bonafide Burgers only hit the shelves in summer 2017, as one of the many results of CB Foods’ ‘Live Better’ movement launched in February that year.

“Through everything we do, we want Jamaicans to live better by making not just safe and quality foods, but by making more healthy and convenient foods, by being more eco-friendly and by continuing to support our local farmers.” Another brand of CB’s supporting this campaign is Happy Foods, a range that currently only carries soups, but aims to eventually carry a whole range of healthy, wholesome meals hand-made from “homegrown” ingredients.

All of these brands claim to teach and encourage top-quality, sustainable practises in their fields, as well as empowering local suppliers of these meats.

“Without our contract growers, there simply is no CB Group. Quality foods start on the farm and it is the hard work, dedication and excellent farm management skills of these special people that make it possible for us to provide safe and quality foods for our country each and every day.” Almost all of CB Group’s contract farmers have completed

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their ISO, HACCP and GMP certification, and new growers are encouraged and enabled to do so when they start supplying the Group. This is important for upholding not only safety, but quality taste, and also empowers more and more farmers to develop their practises for the good of the country.

However, for many, the Group’s real gamechanger is Bad Dawg Sausages. The “Bigga, Betta, Badda tasting sausage” is marketed as a meatier, more genuine-tasting alternative to the frankfurter, filled with richly flavoured ingredients and, like CB’s Bonafide Burgers, using no filler or paste. In the early days of the brand, Bad Dawgs were sold from independent cart operators. Each vendor ran their own business, empowered by CB and benefiting from the Group’s vast marketing resources. Like CB’s support of local farmers, this business model allowed many Jamaicans to work on their own terms.

As the brand grew over its five years, its popularity soured to the extent that it has now worked its way into retail stores, although its cart vendors are still going strong!

As the company themselves have said: “At CB Group, we care about our people and that’s why, in everything that we do, we always put them first. Our

CB Group

culture of hard work, passion and love for both our country and her people has been the cornerstone of the company’s success.”

Of course, it isn’t only people that CB want to see eating well. As true supporters of agriculture, they not only purchase local livestock – they help farmers to care for them, too. Nutramix, another of the Group’s many companies, are producers of healthy, natural feed for almost any kind of animal a farmer might keep. From livestock such as pigs, cows, rabbits, goats, sheep, poultry and fowl, they even provide feed for healthier, happier dogs. Farmers can rest easy knowing that Nutramix has taken all their animals’ needs into consideration, right down to their fourlegged helper.

For example, their sheep and goat feeds “are enriched with ammonium chloride, which helps to prevent urinary tract stones known as ‘stoppage of water’, a health concern for small ruminants,” whilst their poultry feeds will have birds “ready for market faster without compromising health.” Despite the

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latter’s promises, all of Nutramix’s feeds claim to be hormone-free, offering instead a healthier, more natural feed that has been carefully designed species by species to provide the greatest benefit.

(The only agricultural animal Nutramix don’t feed are horses, but CB has them covered as well with the Front Runner feed produced by Newport Mills Ltd!)

Much like CB’s meat brands, the Group’s feeds benefit from locally grown, fresh ingredients.

Encouraging local crops is essential for Jamaica’s farmers.

It’s shocking to know that, despite the country’s agricultural potential, Jamaica’s iconic scotch bonnet peppers are not all locally grown. In fact, in 2016, the country imported two million kg of these peppers. The country also imports the majority of its sweetcorn every year, as well as 85% of its onions.

CB want to tackle this; much like their intervention to revive agriculture following Hurricane Gilbert, the Group are getting involved again, by creating the new brand ‘Homegrown’. This brand focuses on freshly picked Jamaican produce, including scotch bonnet peppers, sweet corn and onions!

That Caribbean taste

Unsurprisingly at this point, the Group aren’t stopping there. As well as working to make Jamaican farming what it should be, CB are asking what it could be. “We have a passion for building Jamaica and we recognize the importance of the agricultural industry as a driver of the Jamaican economy. Imagination is the seed of success, and so we started Imagination Farms. At our agri-campus in St. Catherine, we’re investing in agricultural research and development. Here, we grow a variety of crops, exploring the ‘What If’ whilst developing sustainable best practices that can be applied by all local farmers.”

As if all of this involvement wasn’t enough, CB have found yet more ways to feed into Jamaica’s agriculture. On top of everything we’ve covered so far, they also provide extremely practical, hands-on help in the form of veterinary services: “Our expertise is honed by operating one of the largest and most sophisticated poultry and pig livestock grow-out operations in Jamaica, and our veterinarians also provide field support for our extensive network of contract farmers, feed and animal genetics

customers.” These support services are available across the island, assisting not only with health concerns and site visits, but also by providing workshops and training to better inform and equip farmers for everything from general healthcare, to specific practises such as artificial insemination. they also facilitate the importation and distribution of veterinary medicines and supplies.

From surviving disaster to developing a vertically integrated, mutually supportive industry chain, CB Group’s success is the clear result of wise investments and genuine hard work. In everything they do, they both benefit themselves, and their industry at large, and pull this off in an impressive number of fields! With so much agricultural expertise under one name, with every company able to assist and inform each other, Jamaica’s farmers can know that they are in safe hands when they turn to the CB Group – whether they are buying, selling or both.

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READY FOR THE NEXT STEP Staatsolie chevron-square-right www.staatsolie.com phone-square +597 499649

Founded in 1980, Staatsolie saw its 40-year anniversary come and go during an unusual year for everyone, and like many companies, its 2020 Strategy for Success came to a head in unexpected circumstances.

The company culture was founded on a spirit of pioneering and courage in the face of uncertainty, all of which is exactly the kind of attitude companies have needed for the past year and a half.

Written by Alice Instone-Brewer

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ast time we spoke to Staatsolie, its Managing Director Rudolf Elias told us what it had planned for 2020; we looked back at its strategy from a 2021 perspective to discuss what’s happened since, what might happen next, and whether or not the company is living up to its slogan to be ‘ready for the next step’.

Staatsolie is the state-owned oil company of Suriname, tasked with overseeing the entire sector for the country, involved in oil exploration, drilling, production, refining, marketing, sales, and transportation. It has a grand standing within its country, but it has smaller and less certain origins: as the company says of itself, “Staatsolie set up to pave a way into the unknown, without knowing exactly what we would achieve... ‘Confidence in one’s own ability’ is the common thread in our entire existence - a trust that starts in 1980 and has never been shamed.”

These passionate words refer to the fact that, when Staatsolie was first founded, it was a small operation without the required knowledge or resources to tackle its task, but it learnt and grew, and did so determinedly. Oil was first found in Suriname in 1920, but it wasn’t until 1960 that any oil was actually drilled and Endeavour Magazine | 33

STAATSOLIE

recovered. Even then, Suriname was unable to attract international interest in its oil deposits, and so, in May 1980, not wanting to waste the resource available to it any longer, the government created a petroleum commission.

As a part of this commission, Staatsolie Maatschappij Suriname N.V was formed, and instructed not only to reach out to international bodies, but in the meantime, to get on with doing the exploration work itself. Suriname wasn’t going to sit and wait for another country to come in and allow it to tap its resources – it decided that it was time to develop a means to do this for itself, and put geologist Eddy Jharap at the helm of the operation.

In the company’s own words about its history: “The vision of Eddy, as Managing Director, was to prove that even without foreign knowledge and expertise, results could be achieved in former colonies. He wanted to show the world that Suriname could build and maintain a modern industry with its own

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resources, and on its own, while there was little belief in the viability of the company. In order to achieve this, Eddy surrounded himself with like-minded people with high values who were true to the mission.”

It’s an inspiring story, and 40 years later the company was called on to exercise this same spirit in the face of an all-new challenge. It has, at least, been doing so from a position that is now firmly established and extremely successful – Eddy Jharap would be proud. Today, Staatsolie works closely with the big names of the global oil and gas sector, organising what is currently one of the two biggest earning industries for Suriname, the other being gold. It even has a finger in that pie, with a 25% partnership in a goldmine with Newmont. However, it is oil that is its purpose and focus, and in 2015, it went back to the drawing board of how best to utilise and pursue this resource for its country.

This 2016-2020 Strategy for Success was clear. Its main focus was the decision to pour

READY FOR THE NEXT STEP

the majority of its efforts into the upstream.

Whilst some attention would be given to making its downstream operations more efficient and cost effective, these efforts would no longer involve a noteworthy capital investment. This was partially due to the fact that over the past ten years, the company had already spent a great deal on investing in this side of their operations, including a new $1 billion oil refinery, which expanded Staatsolie’s electricity capacity from 30 MW to 90MW. The creation of this refinery had been a vision for Staatsolie from as early as 1982, and in December 2015 it finally became reality. From here, then, the company was ready to refocus its development efforts, and future investments were focused on the upstream. This focus on upstream activities fell into three categories: oil production, offshore joint ventures, and of course, exploration.

Staatsolie became involved in exploration on three different fronts: near shore, shallow

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Endeavour Magazine | 35

STAATSOLIE

offshore and deep offshore, with deep offshore defined as anything beyond 70 meters of water depth. These three categories were all tackled differently; deep offshore exploration was left in the hands of Staatsolie’s IOC partners, whilst in the near shore and shallow offshore areas, they conducted the exploration themselves, with the intention of finding partners to help them tap the resources once they were discovered.

‘Once they were discovered’ is the important term here. The company has always prepared for its successes before it achieves them. Early in its existence, its board realised that, in order to process large amounts of oil, funds would be required, and this is why it held and stil holds investments in other industries. Today, Staatsolie holds investments in both gold mines and electricity generation, which has helped it through a period of low oil prices and has certainly helped to support it during life’s more recent complications. As Managing Director

36 | Endeavour Magazine

Rudolf Elias put it, ““We must remember that we have to keep moving constantly. With every investment you have to take into account that the oil pricing behavior will be one of high peaks and deep valleys. We have had to deal with a pandemic and we can see the impact on the oil price, and there could be something this drastic again. Therefore, we must make sure to invest wisely to keep Staatsolie viable for the next one hundred years.” He concluded with the company’s time-old slogan; “Let’s be ready for the next step!”

“Staatsolie has a very healthy balance between assets, equity and debt,” Rudolf continues. “In this respect, our ratios are one of the best among oil companies and we are far ahead of the competition. This is also confirmed by our banks. And yet it is time for Staatsolie to go to the next level. We won’t reach our destination for another two or three years. But what is important is that we keep moving and keep developing, as we have been

READY FOR THE NEXT STEP

doing for the past forty years. That’s why we’re so successful today. It is time that we take the next step towards the international capital market so that the world gets to know us.”

Looking to this future, Rudolf hopes to see a good portion of Staatsolie’s revenues going towards welfare funds, following Norway’s example. It may be surprising to learn that the company is also looking towards green energy – whilst it is staying true to the task it was given 40 years ago, it is aware that the world has changed since its commission began, and thus work has begun to investigate adding green sources to its energy portfolio. In particular, this research is focusing on the possibilities of a hydro energy project.

The world isn’t what Staatsolie expected it to be 40 years ago, but the company’s careful preparations and long-term view has gotten it to where it planned to be, and has built it a firm foundation upon which to survive the currently storm. Not only that, but it seems to be doing so

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with the same spirit that first saw the people of Suriname rolling up their sleeves and preparing to tackle a new industry. As the company wrote whilst celebrating its anniversary: “We never stand still. We keep moving, full of enthusiasm, with the vision for the future and with the same passion that ignited in 1980.”

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A Guiding LIGHT TTAIFA chevron-square-right https://ttaifa.com/ phone-square +1 868 624 2940 envelope-square info@ttaifa.com

TTAIFA

The notion of what makes a good business is an age-old question. Although there is no definitive handbook, there are particular entities that exist to give your business a helping hand. More specifically, in Trinidad and Tobago, TTAIFA is always available to provide their clients with expert advice and enhanced professional programs, which boost skills and general business practice. Their educational initiatives are unmatched across the world, with resources and agents that will be there for any need or requirement in the world of business. Furthermore, the company’s status as a not-for-profit organisation seeks to support business advisors in the best way that suits them, acting as an effective guide to an association of over 1,200 companies.

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T

rinidad and Tobago Association of Insurance and Financial Advisors (TTAIFA) have become a key leader in the Trinidad and Tobago insurance sector. However, TTAIFA’s story first began in 1975, at which time they were known as Life Underwriters Association of T&T. The corporation found its main premise in life insurance, which still continues to be a focus today. And yet, from its humble beginnings, it has expanded its horizons to include a broad scope of insurance sales representatives, financial advisors and sales managers across the twin islands.

Acting as an association means that TTAIFA places great dedication on the professional development of its expanding membership, which is achieved via professional development courses created in collaboration with the prestigious American College and LIRMA (a trade association for international insurance). TTAIFA also provide guidance in the form of professional development seminars, which include Law & Regulations; Insurance Business; Ethics; Health & Wellness; and New Insurance Acts. As is evident, they provide

A Guiding Light

a wealth of information to help clients navigate a path through the complex intricacies of insurance management. A number of the qualifications that business associates gain with TTAIFA include the FSCP (the Financial Services Certified Practitioner); AMTC (Agency Managers Training Course); and MFA (Master Financial Advisor). TTAIFA is also showcasing the latest innovations in educational programs by offering their clients CPD (Continuing Professional Development) webinar packages, which correlate with the expanding flexibility of the modern working world.

A great testament to their work can be found in the fact that the five leading life insurance companies in Trinidad and Tobago have chosen to partner with TTAIFA, providing these top companies with greater agency and forms of business practice on a regular basis. Consequently, many companies witness an up spike in sales results almost immediately after the leading personnel have completed TTAIFA comprehensive training programs.

TTAIFA role as an association is put in even higher regard due to the recent legal requirement which

dictates that company licenses should be renewed every year. Having been put in place by the Central Bank of Trinidad and Tobago, it places TTAIFA in a firm position as a necessity for the success of any insurance company in the area.

Over the past few years, the life insurance industry has faced many difficulties. Namely, the impacts of the global pandemic caused many unexpected losses of life, which subsequently led to an abundance of unexpected life insurance claims. In a time of uncertainty, which the pandemic can definitely be classed as, clients both with and without policies look to life insurers as a potential source of stability and security. This meant that TTAIFA had to seriously consider how they run their operation. For example, Insurance Sales Representatives were strongly advised by the Association to touch base with their prospects and clients. Admittedly, the pandemic was a challenging time for TTAIFA, and yet many provisions were put in place to comprehensively handle the change.

Namely, they switched all their courses to online webinars, with the approval of the programs’

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TTAIFA

international awarding bodies, moderators, and seminar presenters. And yet, such adaptions have been received well, with approx. 98% of TTAIFA’s members expressing that they much prefer online guidance. As part of the company’s move to an online world, they have made processes such as registration and payment much smoother.

More recently, they have also offered assistance to Trinidad and Tobago’s regional insurance associations, via online resources.

As a way to bolster morale and bring the Association together, TTAIFA host annual awards and initiatives for the insurance industry in Trinidad and Tobago. Such events include, National Award Ceremonies, in which awards are dispensed to top agents and sales managers. Most recently, the TTAIFA 42nd Annual Awards (2022) was named ‘Celebrating Resilience’. It championed many brilliant employees who have conducted exceptional work in restoring TTAIFA to its former glory, and tenaciously tackling any challenge that arises.

A further initiative that TTAIFA has great involvement in, is Life Insurance Awareness Month, which takes place annually in September. The month of September has enjoyed this title for over

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50 years, of which TTAIFA has been part of for the previous three years. Put simply, Life Insurance Awareness Month helps educate the public on the importance of life insurance for themselves, and their family’s well-being. The spreading of awareness is achieved through media campaigns in the newspaper, television, and social media.

As a significant life insurance company, it is paramount that there is a code of conduct, which maintains accountability and responsibility. It is therefore apt that TTAIFA educates their advisors with holistic knowledge development in the following areas:

•

T – “Transforming Advisors into Professionals and Prospects into Advocates.”

•

T - “Technically Disseminating Information”

•

A – “Advocating Ethical and Best Practises”

•

I – “Inspiring and Informing”

A Guiding Light

•

F – “Focusing on Building Family Financial Strength”

•

A – “Alliances (with regulators, for the benefit of financial advisors and the industry”

Equally as important to TTAIFA, is the ‘Code of Ethics’, which dictates that each company is handled responsibly. This is very important for the work of life insurance brokers, as they are dealing with delicate and highly confidential information.

Therefore, the Association must safeguard any information regarding personal or business affairs.

TTAIFA are high flyers in the life insurance industry, as they bring together hardworking companies so that a wealth of knowledge can be exchanged.

Furthermore, the advising of businesses and the professional development of the working body of Trinidad & Tobago is of the greatest importance.

Thus, TTAIFA promotes an attitude of guidance and humility amongst all associate members.

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CARIBBEAN PORT EXCELLENCE Port Management Association of the Caribbean chevron-square-right https://www.pmac-ports.com/ phone-square (246) 253-8920

Port Management Association of the Caribbean

Port associations are key players in many different industries. Therefore, the notion of collaboration is integral as many businesses intermesh to achieve certain objectives. These aims include possessing a clear understanding of port conditions, as well as routes and management beyond the port arena.

A port management association is necessary because it keeps ports organised and functioning efficiently.

This is vital when we consider the sheer amount of business interactions port management encounters, which more than likely need a large team to ensure all transactions happen smoothly.

S

uch is the case at the Port Management Association of the Caribbean. (PMAC) The key mission for the company is to adopt operational and financial efficiency so that Caribbean Ports and its stakeholders can maintain a mutually beneficial relationship. Although this is common for many port associations across the world, PMAC goes above and beyond for their clients, encouraging a melting pot of experience, training, information, and ideas. With a strong network of partnerships, it is therefore important that they maintain beneficial relationships for all the members involved, eagerly demonstrated by the 50+ associate members of PMAC.

PMAC’s story began in June 1988, when it conducted its inaugural meeting to take over the Port Management Association of the Eastern Caribbean. This clear expansion marked the beginning of a wider network of clients, allowing the company to further progress their established track record of success within the Caribbean. This is evidenced by its growing membership which currently consists of 21 ports within 20 Caribbean territories. The Association also comprises a variety of regional and international Associate Member Companies.

This particular set of important providers is a vital part of a wide range of maritime industry services, with the majority of the associates having an excellent track record of operating in the Caribbean.

Within the Association, strategic partnerships have been made, signified by the signing of MOUs (Memorandum of Understanding) with various associates. These include the American Association of Port Authorities, the Association of Caribbean States, the Caribbean Disaster and Emergency Management Agency, the Caribbean Shipping Association and many more. These are important alliances to have as they guarantee efficient operations of the company, as well as add a sense of insurance to the company, completing a secure support network.

It is through a clear set of strategic partnerships and dedicated staff that PMAC achieves their predominant goal of improving the ports of its many associates. The quality of services is also an aspect that should be highlighted. This is materialised through the facilitation of relevant training designed

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Port Management Association of the Caribbean

to maximise the outreach of human resources and effectively meet the growing challenges of the global environment.

Furthermore, amongst the constant changes in the maritime industry, PMAC works hard to stay relevant and remain a major actor in the Caribbean’s maritime industry. This is conducted by providing critical services to their members, which facilitates an open forum of experience, information, and ideas, as well as representation at every level of the business.

Across the Caribbean, and the 15 CARICOM states, the maritime industry represents 17% of the world’s total cargo. This exemplifies how far port associations such as PMAC are integral infrastructure to the Caribbean region. This is something that Chairman Darwin Telemaque greatly recognises. As the Chief Executive Officer of the Antigua Port Authority (a vital associate member), Telemaque is currently overseeing USD 100 million worth of redevelopment at St John’s Harbour, located in the far east of the Caribbean. This

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particular investment represents a major step in regional port and transportation management, as well as the vital collaborative projects that PMAC embark on.

In reference again to their strategic partnerships, upon closer look, we can begin to understand how integral they are to the company. For example, the American Association of Port Authorities is classified as a unified voice of the seaport industry in the Americas, empowering port authorities. This means that is a very important alliance, as PMAC and the American Association of Port Authorities share similar values, and therefore work as an empowering partnership. Another vital partnership can be found in the Caribbean Disaster Emergency Response Agency. This is of course inherently important to the company, as the Caribbean is well known for its ferocious hurricane season. Therefore, by having such a partnership they know that they are helping to aid the region in times of need.

As a location, the Caribbean is in the optimum position to act as a dominant force in the shipping and logistics sector. As is widely recognised, historically the Caribbean has been at the centre of international trade. Although this history is greatly

Carribbean Port Excellence

tainted, it has become revitalised as a bustling wealth of business and port trading. PMAC are at the heart of such prosperity, as they utilise their many partners across the globe to create a powerful force in operational channels and transportation.

Overall, through the diverse range of partnerships, PMAC is a force of perfect collaboration. They continually work hard to secure that they are the soul of the Caribbean port sector, providing industry-leading operational and financial coherence. Therefore, here at Endeavour, it has been great to look at the rich history that has carried them to their current success, and we can’t wait to see what PMAC does next!

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