JMEA 75th Anniversary Magazine

His Excellency

The Most Honourable

Sir Patrick Allen

ON, GCMG, CD, KSt.J

The Jamaica Manufacturers and Exporters Association (JMEA) is Jamaica’s largest business development Organization and plays a critical role in the growth

of the economy. The merger of the Jamaica Manufacturing Association (JMA) and the Jamaica Exporters Association (JEA) in 2018 was a pivotal point in the advancement of the manufacturing and exporting sector.

During its 75 combined years of operation, the JMEA has long recognized that ‘Brand Jamaica’ is a force with untapped potential and has worked relentlessly through its partners to highlight the vibrancy and uniqueness of the Jamaican brand. Through collaboration with its members, the JMEA has secured an environment for local business owners that is conducive to growth and most importantly, is in line with the demands and standards of the globalized markets.

The support and guidance that the JMEA provides to local manufacturers and exporters enable them to make their operations more efficient and compliant with Government and other regulations. Through their focus on industry-specific human and equipment capacity-building, the JMEA has assisted manufacturers and exporters to develop robust systems of operation and accessing direct trade op-

portunities in international markets.

This resulting expansion of the two sectors causes a ripple effect that fuels economic growth and ultimately, boosts foreign exchange and ultimately contributes to national development.

As the world recognizes the need for a consistent supply of fuel, water and food, the continued development of the manufacturing industry in Jamaica is vital for a sustainable agricultural sector. Jamaica must continue to make inroads into food processing and production, value-added goods and services, and effective market systems from farm to wharf. This is critical not just for the clear economic benefits, but also for the role it plays in food security and the ability to survive external market shocks while reducing dependency on imported goods.

Congratulations on achieving this important milestone anniversary.

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The Pri M e MinisT er

The Most Honourable Andrew Holness

ON, PC, MP

Congratulations to the Jamaica Manufacturers and Exporters Association (JMEA) on achieving 75 years of stellar service to the nation.

Throughout its history, the JMEA has served as a key partner in national de-

velopment, contributing to sound policy advice and formation while partnering to design and implement strategic programmes towards increasing manufacturer’s contribution to real growth. Notably, during the COVID-19 Pandemic, the JMEA played a critical role as part of the private sector response team that supported the Government to maintain the supply concerns and the health and safety of the population while safeguarding business productivity.

As we proudly recognize the growth of the manufacturing industry, the Government pledges to continue supporting local companies. We are keen on updating key pieces of legislation and policies, as well as transforming critical agencies and sectors that facilitate business expansion. In fact, the Government has been implementing strategic programmes across several ministries, departments and agencies (MDAs) in the hope that manufacturers will continue to identify gaps in both the local and export markets, and aggressively take action to fill them, so as to reduce the country’s import bill to become a net exporter. Although we are a small population, Ja-

maica is blessed with proximity to major markets. For many years, we have pushed for export-led growth; however, now more than ever, as we recover from the setbacks of the pandemic, local companies should seek to capitalize on the geographical advantage and increase export earnings. Adopting these measures are important to reduce Jamaica’s trade deficit. With the fourth industrial revolution in full gear globally and as we look towards achieving Vision 2030, players in the local market should strive to adopt new technologies and approaches that will drive productivity, add value to output and mitigate the island’s risk to climate change.

At 75 years, there is no doubt that the JMEA has built a strong legacy. The Government will continue to work with the Association to develop the necessary policies and programmes tosupport the industry’s growth. Jamaica is enriched by the JMEA’s contributions to national development. Again, a hearty congratulation to the JMEA on their 75-years milestone achievement.

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l e A der of T he oPP osi T ion

Mark Golding

M.P.

I wish to join the Jamaica Manufacturers and Exporters Association (JMEA) in celebrating its 75th Anniversary this year.

For 75 years, the institutions now merged into the JMEA have been the voice of

the manufacturing and exporting sector in Jamaica. The JMEA has a rich legacy advocating for stakeholders within the industry, becoming the largest business development organization in Jamaica.

The JMEA continues to strive towards its vision of being the driving force for the productive sector with a thriving manufacturing and export-led economy. It has pursued this vital objective through initiatives such as the “Buy Jamaican, Build Jamaica” Campaign, the biennial Expo Jamaica, and Jamaica International Exhibition (JIE) trade shows, among many others.

I am pleased that the JMEA recently partnered with the VM Group to provide pension solutions for the workforces of member companies. This is a commendable effort, and can only strengthen the member companies through exemplifying its mission of representation, services, support and the leveraging of networks to ensure that the manufacturing and export sectors create sustainable growth and quality jobs for Jamaica.

I salute the JMEA for its leadership and engagement of stakeholders in the manufacturing and export sectors, as you encourage your members to produce locally while exporting globally. I also commend and thank our manufacturers and exporters for their sustained efforts to keep their businesses and our economy afloat through the very challenging times of the recent Pandemic and its aftermath of supply chain disruptions and worldwide inflation. Your resilience has been tremendous.

Happy 75th Anniversary to the management and staff of the JMEA. Congratulations on this milestone achievement.

May you continue to grow in service and success

A MessAge froM The MinisT er of i ndusT ry, i nvesTM en T A nd Co MM erCe

The Honourable Aubyn Hill

M.P.

The Ministry of Industry, Investment and Commerce congratulates the Jamaica Manufacturers and Exporters Associa -

tion (JMEA) on the significant milestone of its 75th Anniversary.

As the representative of two critical sectors of our economy, the JMEA is a respected voice in the marketplace and has been representing its members with insight and tenacity.

I applaud your highly successful initiatives over the years, such as the “Buy Jamaican, Build Jamaica” campaign and “Expo Jamaica’, held under your “Produce Local Export Global” thrust. These have been useful to promote and increase revenue for locally manufactured items, and in particular, to stimulate commercial activity for the Micro, Small and Medium-Sized Enterprises (MSME) sector.

As the Minister charged with sustaining industry, I highlight the sterling efforts of the JMEA’s membership to ensure continuity of the sector amidst the vagaries of the Covid-19 pandemic and other global shocks. Jamaica’s economy is stable and strong, thanks to the prudent fiscal policies of the Government, and the commitment to nation building shown by

organisations such as the JMEA.

This Ministry has a strong new focus on increasing exports as a strategic priority, in order to reduce Jamacia’s huge and perennial negative trade balance. Your membership base of over 400 companies is a key success factor in this activity. The experiences and perspectives shared in your consultations will inform initiatives for sustained growth in your businesses. We will continue to streamline the Government of Jamaica’s business facilitation and enabling processes to improve the ease of doing business and identify new markets.

I encourage you to redouble your efforts to scale up your operations, produce more high-quality, high-value merchandise and service and explore and secure new export markets.

The 20 agencies of this Business Ministry commit to continued partnership with you to ensure that the manufacturing and services export sectors create sustainable growth, increased revenue for your companies, and high quality jobs for Jamaica.

G. Anthony Hylton CD., M.P.

As the JMEA celebrates its 75th Anniversary, I am reminded that it started with a single focus on manufacturing, and its existence precedes the independence of Jamaica from British rule. The occasion reminds me that neither individuals nor organization needs to wait for permission to excel, but also reinforces the importance of partnership and inclusion, as united we stand.

The merger of the Jamaica Manufacturers Association and the Jamaica Exporters Association created a giant in industry

and commerce and is a recognition that one cannot be as effective without the other. This merger took vision and courage.

Since its formation, the JMEA has dedicated the expertise of its staff and members to the advancement of the sector the combined sectors. It has concentrated its efforts on research and development of the various items manufactured by its members; on lobbying Government to create and maintain an enabling business environment including the creating of fiscal and financial space conducive to manufacturing and exporting. It is among key promoter of brand Jamaica both locally and internationally.

In the early years of its establishment, the mission of the Jamaica Manufacturers Association was primarily to meet the needs of the Jamaican people and of our mother country. The quality of the goods produced by its members has caught the eyes, nose and palate of persons far and wide and the demand for our produce grew. However, the concept of ‘produce locally, market globally’ has taken brand Jamaica into many homes around the world and today, wherever in the world you travel, you will find items made in Jamaica and if not, it is still purported to be “made in Jamaica”.

Over the years, I have watched the JMEA adapting to its changing environment and is today an embodiment of not just manufacturers but of exporters as well. It has taken service providers of the Micro,, small and medium size enterprises under its wing. It is now advisor and trainer of

the business sector in Jamaica. Its vision of being the driving force for the productive sectors has indeed been realized. Its mission to strengthen its members has given the JMEA and indeed Jamaica the power of leverage.

As a Minister of Industry and Commerce, I had the opportunity to see at first hand the involvement of the JMEA in the operations of its member companies. I have worked with them in their quest to make business easy for and in Jamaica. It welcomed partnerships internally and externally. Its leaders were never afraid of competition and welcomed every opportunity to learn and to grow.

Looking at the future, advancements in technology, particularly digital technology and industry 4.0 (loT, machine learning, etc) have open many new doors for manufacturers and the JMEA. Many lessons have been learned arising from the COVID-19 pandemic.

Crucially, the role of the global supply chain and logistics in mitigating risks to its members’ business viability is a key lesson that must now be internalized. How the JMEA positions itself and its members to grasp the opportunities that a rapidly changing world is presenting, will determine its continued relevance and the success of its members’ businesses in the years to come.

I congratulate you on your 75th Anniversary and look forward to a future of continuing partnership on behalf of Jamaica and its people.

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The e X eCu T ive direCTor of T he bsJ

Dr. Velton Gooden

The Bureau of Standards Jamaica (BSJ) is pleased to join with the Membership and Staff of the Jamaica Manufacturers and Exporters Association (JMEA) as you celebrate your 75th anniversary.

History records that your antecedent organizations, the Jamaica Exporters Assocation (JEA) and the Jamaican Man-

ufacturers Assocation (JMA), after many years of joint activities recognized the strength of a formal partnership and officially joined forces in 2018 to become the Jamaica Manufacturers and Exporters Association (JMEA). This, in itself, reflects the vision that has always guided both groups – one focusing on non-traditional exports and the other on all things manufacturing.

Since the merger in 2018 and long before, the BSJ has nurtured its relationship with your members, always cognizant of the fact that only the consistent application of standards and maintenance of some quality systems, within the manufacturing industry will ensure that products are able to compete once exported.

The Bureau of Standards Jamaica is particularly proud of its Business Partnership Programme with the JMEA, in which the BSJ provides discounts of twenty per cent for medium-sized enterprises and up to twenty-five per cent on select services for micro and small enterprises. Through this programme the BSJ continues to facilitate members of the productive sector, ultimately contributing to improving their bottom line, while providing internationally recognized testing and calibration services.

Through our Train the Trainer programme, the BSJ affords some key officers of the JMEA, access to world class training and facilitation in standards and quality, with the primary purpose of JMEA personnel being equipped with the necessary skills to, in return, share on implementing quality in manufacturing and export companies throughout the country. It is our hope at the BSJ that this initiative, over time, will positively influence the export trajectory of our country.

Standardization and conformity assessment are integral to manufacturing entities growing and establishing themselves as market leaders. In our thrust to support the Ministry of Industry, Investment and Commerce’s renewed focus on driving exports, the Bureau of Standards Jamaica stands ready, through its cadre of professionals, to work with your members to provide opportunities for learning, business support, testing and calibration. Through all these efforts and more, our commitment is to make Standards work for you.

The Bureau of Standards Jamaica is proud of your work and commends your membership and administrative support team for the critical work that you do to advance this country’s earnings. Happy 75th, JMEA!

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John Mahfood

As the JMEA celebrates its 75th anniversary, a quick reflection on the Association’s history and the contribution of its members confirms that manufacturing and exporting is still the most viable option to drive economic growth for Jamaica. I am honored to be the President of this great Association during this milestone achievement.

When I was first elected President of the JMEA in 2021, I was fully aware of the task at hand. More than 18 months into the pandemic, the manufacturing and exporting industries were still navigating the devastating impact of the COVID-19 Pandemic—grappling with global supply chain and logistics challenges and skyrocketing commodity prices, lockdowns, containment measures and restrictions that gutted productivity, among others. I knew that now more than ever, the JMEA would be called upon to show up in every possible way to support its members. In response, the JMEA stood firm to support members through one of toughest times in modern history, by continuing its legacy of being a strong advocate for the manufacturing and exporting communities. We are now reaping the benefits due in part to this advocacy as evidenced by the most recent economic report from the Planning Institute of Jamaica (PIOJ) on the second quarter of 2022. It states that real GDP growth is estimated to be 5.7%, with the manufacturing industry estimated to have grown by 2.8% over the period.

In 2022, I accepted a second term as President with a renewed motivation to strengthen the advocacy of the Associ-

ation and to work with the Secretariat to implement programmes that will help companies to move beyond the COVID-19 era. Our focus is set on tackling long existing challenges such as access to finance and pursuing an aggressive export-led growth agenda. To this end, in April we signed a MOU with the Jamaica Stock Exchange to get thirty (30) to fifty (50) manufacturing companies listed on the Junior Market over the next two years. In September we signed a MOU with the VM Group to establish the JMEA Retirement Account (JMEARA) with the goal to drive pension enrollment of persons working in the industry. While we build new partnerships, we also maintain longstanding ones that continue to grow or evolve with the changing times such as the Bureau of Standards (BSJ), EXIM Bank Jamaica, the Development Bank of Jamaica (DBJ), JAMPRO and the Tourism Linkage Network. We look forward to working with our partners to drive economic growth.

At 75 years, JMEA has been battle tested; we recognize that many challenges lies ahead, but also that there is no better opportunity for re-igniting the industry than now. Together we have survived the worst!

on investment management fees, reduced fees on business loans, commercial mortgages, auto loans, insurance and other products, access to equity or debt investments, financial coaching for companies seeking to list on the Jamaica Stock Exchange (JSE), among other benefits.

This year, the VM Group celebrates 144 years of purposeful partnership with its Members and clients, helping them on their journey to achieving financial wellbeing. Throughout the years, VM has evolved from its initial mandate of providing savings options and mortgage loans to becoming a strong, integrated group, offering a suite of products and services that cater to a range of personal and business needs.

VM is passionate about engagement with the business community and providing solutions to empower the productive sector. Making the right investments in facilitating inclusive and sustainable growth in the manufacturing and export sectors has the potential to significantly impact the pace of national development.

The groundbreaking partnership between the VM Group and the Jamaica Manufacturers and Exporters Association (JMEA) through the Jamaica Manufacturers and Exporters Retirement Account (JMEARA) is but one example of VM’s commitment to creating innovative opportunities to empower the business community.

Through JMEARA, not only are JMEA member companies and employees now able to access a more affordable retirement scheme, but they can also get reduced rates and special access to corporate financing solutions. This includes onboarding discounts

Earlier this year, VM Investments Limited launched its private equity financing solution for small and medium-sized entities which is so far being accessed by JMEA member company, Home Choice Enterprise Limited, with an intention to raise more funds to offer the solution to businesses across the Caribbean, through a partnership with London-based, Actus, and the Development Bank of Jamaica (DBJ). Companies also now have a more convenient channel to raise funds through IPOs or APOs, with the VM Wealth Management Limited’s IPO Edge platform.

The VM Group is committed to business and national development. The team is committed to enhancing the quality of life of the managers and employees within these businesses and aims to be responsive and pursue strategic partnerships for full-scale transformation.

Whether for personal or business needs, VM is ready to power your growth and Transform your Everyday!

Let the VM Group help you transform the future of your business.

For further information on the VM Group partnership or VM Bundled Benefits package, please contact JMEARA@myvmgroup.com.

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The e X eCu T ive direCTor of T he JM e A

Kamesha Blake

It is with immense pride that I share in the celebration of the Jamaica Manufacturers & Exporters Association (JMEA) 75th Anniversary, being the country’s largest business development organisation, supporting the growth and development of the productive sectors.

In an ever-changing environment, the Association continues to focus on its mission and demonstrate relevance to ensure that members and by extension the industry is strongly represented at the national and regional levels in technical matters that impact the operations of companies and have implications on the wider macroeconomy. At our core, the JMEA is passionate about creating a more enabling business environment that facilitates the growth and development of manufacturers and exporters and promote Brand Jamaica. We are extremely proud to note positive outcomes as data from the Statistical Institute of Jamaica (STATIN) shows that the Jamaican economy grew by 8.2 per cent for the fiscal year 2021/22, compared to 2020/21. This growth was strongly supported by ‘Manufacturing’, which increased 4 per cent. Jamaica earned just over US$1.4 billion from exports in 2021 which was 15.2 per cent higher than 2020. Manufacturers continue to provide quality and meaningful jobs, with more than 77,000 persons employed in the industry during 2021. We note the resilience of member companies and business leaders who have committed their lives to developing the industry and Jamaica.

In many channels, the JMEA remains a consistent voice. The work of the Association is driven by the powerful representation of persons who dedicate their lives to serving. Effective advocacy requires research, analysis, and mobilisation, which the secretariat continues to efficiently provide such support. I am keen on the legacy of those who stood guard before me and strategically focused on the sustainability of the Association. I use this opportunity to thank our committed members who continue to serve, the efficient secretariat and the strategic partners who recognize the significant role of the Association to national development.

The next three years is pivotal; we have boldly set a goal in the National Five-Year Manufacturing Growth Strategy, 2020 “to grow the manufacturing sector’s contribution to GDP, moving manufacturing output from J$66 billion in 2018/19 to J$81 billion by December 2025”. The JMEA is confident that local companies will continue to innovate and produce world-class, quality products that will accelerate economic growth and promote Brand Jamaica.

JMEA will continue to withstand the test of times and support its members. Always remember that we are stronger together!

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70 years

OUR MISSION

To strengthen our member companies through representation, services, support, and the leveraging of networks to ensure that the manufacturing and export sectors create sustainable growth and quality jobs for Jamaica.

To be the driving force for the productive sectors to advance a thriving manufacturing and export-led economy.

MeMorable MoMents

In 2018, the Jamaica Manufacturers & Exporters Association was created. Since then, this influential and dynamic organisation has continued to provide excellent representation for manufacturers and exporters locally and internationally. The JMEA understands that export-led growth turns economies around and by thinking differently, through branding, selling beyond traditional markets and developing other innovative ways of promoting local products and services, export growth, and profit are achievable. This understanding has marshalled the Association in being a consistent and powerful voice for its over 500 members.

As the JMEA celebrates 75 years of existence, it will maintain promoting Jamaican brands on both the local and international sphere.

1948: The JMA sponsored Jamaica’s first all island “Buy Jamaican” Campaign. The campaign was implemented to stimulate the interest of Jamaicans to support quality local products over imported ones, with the aim of achieving economic prosperity.

1949: Eddiston Augustus Hall became the first secretary/manager.

1955: The second Exhibition was held at Victoria Park.

October 1948, Mr. Sam Miller became JMA’s first full time treasurer.

1954: The JMA held its first industrial Expo at the St. Joseph’s School on Duke Street, which attracted thousands of visitors over a ten day period.

1947: On February 6, 1947, a group of manufacturers agreed to form an Association with the intent of representing and protecting local businesses, while simultaneously encouraging Jamaicans to buy locally produced goods in an effort to strengthen the economy. These manufacturers included: Harry Vendryes, G.P. Van Der Porten, Donald Sampson, W. Quintin-Williams, Eric Abrahams, Ivan Harty and L.A. ThoywellHenry.

In April 1947, the first Board of Directors was appointed with Mr. Harry Vendryes as President.

The first JMA building was located at 98 Orange Street. The second location was 131 King Street.

In April 1947, the inaugural meeting of the Association was held and attended by forty persons.

The JMA started with eleven members. They were Solomon Armstrong & Co. Limited, P.A. Benjamin Manufacturing Co. Ltd., Denoes and Geddes, The Gleaner Company Ltd. , Gore Brothers, Handal Knitting Mill, Jamaica Biscuit Company, The Jamaica Tobacco, Leon’s Beauty Products, Seprod and La India Cosmetics.

1957: On the 29th of August 1957, the JMA became a limited liability company with subscribers Lee Gore, J.J. Gallegos, Rod Taylor, Vin Bennett, S.A. Miller, Charles Henderson Davis and C.M. Simons.

1964: The JMA moved office to 85a Duke Street.

1967: This was the year that marked the birth of Expo – the biggest and most comprehensive exhibition of locally made products, held at the National Arena.

1960: Mrs. H. P. Stephens became the first female director of the JMA.

1965: The JMA held its first mission to introduce Jamaican products to the Caribbean Market “Flying Showcase.”

1982: The Association partnered with the Jamaica Exporters Association (JEA) for the

2018: The largest Association in Jamaica representing the productive sectors was established - the Jamaica Manufacturers and Exporters Association (JMEA). This establishment is as a result of the unification of the then Jamaica Manufacturers Association (JMA) and the Jamaica Exporters Association (JEA).

2019:

partnered with JAMPRO for the 3rd phase of the national enterprise development programme for export growth- Export Max. Export Max III started in 2019 with 50 companies.

1968: The JMA hosted its first Annual Awards Banquet.

1977: Dr. Reginald Gonzales was appointed at the first Executive Director.

1981: Marguerite Orane was appointed as the first female treasurer.

hosting of Expo.

JMEA

2015: The JMA in August introduced its Export Department to expand manufactured exports to new and existing markets.

2017: The JMA hosts the first Jamaica International Exhibition at the Montego Bay Convention Centre.

1988: The first female Executive Director, Velma Sharpe was appointed.

2004: JMA/JEA Expo and the “Buy Jamaican” Campaign in partnership with the National Commercial Bank (NCB) were relaunched after an eight-year hiatus.

2004: The first female President Miss. Doreen Frankson was elected.

2012: The JMA introduced the Micro and Small Membership Facility to cater to the needs of small manufacturers.

2010: The JMA/JEA Expo was rebranded to Expo Jamaica

2019: The JMEA hosts the second Jamaica International Exhibition (JIE) at the Montego Bay Convention Center from May 30 to June 1. The 2nd staging of JIE had 100 Exhibitors and over 150 Buyers.

2022: The Jamaica Stock Exchange and the JMEA signed a MoU in March 2022, to work closely together in assisting JMEA members to list on the Junior Stock Market. ,This partnership targets diversification of the economy.

2021: JMEA signs a memorandum of understanding with Agro-Investment Corporation to foster a framework to boost market linkages, specifically aimed at securing access to a consistent supply of raw agricultural produce for the JMEA membership within sub sectors that rely heavily on that input.

2022: The JMEA partnered with VM Pensions Management Ltd to provide JMEA member companies and their employees special pension solutions. The partnership incorporates an approved retirement scheme portfolio – the Jamaica Manufacturers and Exporters Retirement Account (JMEARA), specifically tailored for JMEA members.

Jamaica

Returns APRIL 2023

Expo Jamaica is making its return on April 27 – 30, 2023 after a two-year hiatus due to the COVID-19 Pandemic under the theme ‘Connecting the World to Jamaica’.

The National Arena and the National Indoor Sports Centre will be transformed into a multi-sectoral exposition showcasing manufacturers, exporters, primary producers, tourism industry players, and service providers creating a carefully-curated display of Jamaican products and services. Expo Jamaica 2023 marks a return to the scale and breadth of pre-pandemic events.

Expo Jamaica showcases the prowess of the local productive sectors— all that Brand Jamaica has to offer the world! The long-standing event, first held in 1971 is the largest and most impactful trade show of its kind in the English-speaking Caribbean. The show is firmly acknowledged as the go-to hub to identify quality local products and to do business with Jamaican manufacturers and exporters. As organisers of the event, the Jamaica Manufacturers and Exporters Association (JMEA) is focused on ensuring that the expo provides opportunities for increased trade, exports, and investment in

keeping with the Association’s mandate, being the largest business development organisation in Jamaica for the productive sectors.

Expo 2023 will feature a wide variety of booth exhibitors, industry influencers and brands that represent the make-up of the local manufacturing industry. The event provides an excellent opportunity to discover and learn more about Jamaican products and services as it offers an excellent platform for local businesses to market their products as well as strengthen their brands and participate in high-value networking by connecting with both local and international buyers to solidify business expansion and exports.

The four-day event will be divided into buyer and consumer days, with the buyers taking precedence on the first two days, April 27th and 28th to give an opportunity to businesses to make B2B connections. On the last two days, April 29-30th, the Expo will open its doors to thousands of consumers who always look forward to booth exhibitions, product samples, and to make purchases of locally manufactured goods and fresh produce.

Expo Jamaica has grown significantly in size and reputation to become the English-speaking Caribbean’s top tradeshow with an audience that returns mainly from the Caribbean, North and South America, and Europe. The biennial event in its last face-to-face staging, 2018, attracted over two hundred and twenty (220) exhibitors, five hundred and seventy (570) buyers, and twenty-one thousand five hundred (21,500) consumers. With the COVID-19 Pandemic behind us, and large-scale events returning to in-person staging, the JMEA expects a massive turnout for Expo Jamaica 2023. Exhibitors, sponsors, and buyers are strongly encouraged to contact the JMEA to secure their space.

Expo 2023 will feature a wide variety of booth exhibitors, industry influencers and brands that represent the make-up of the local manufacturing industry.

Luxury Skin Care

If ever there was a person who embodies the expression “it’s in my blood,” it would definitely be JoniDale Morgan, the owner of Morgan’s Creek Limited. Her family eats, sleeps, and breathes business having dabbled in operating hardwares and restaurants. It could be said that entrepreneurship chose her rather than she chose it. However, Joni-Dale’s path to creating Morgan’s Creek Limited was not clear cut. It was an unfortunate spate of life, where Joni-Dale experienced a flare-up of the chronic auto-immune disease, lupus that led to the birth of Morgan’s Creek Limited in 2016. With her prescribed products falling short, she needed a more therapeutic approach in relation to her skincare. In searching for a solution, Joni-Dale noticed that the local skincare industry had products for sensitive skin; however, these products lacked any sort of fragrance or “likkle kus kus” as the typical Jamaican would say. With her strong business background Joni-Dale, quickly tapped into entrepre neurialism and unleashed her creative energies and innovativeness, which led to the manufacturing of scented sensitive skincare products.

For many discerning locals keen on sourcing luxury skincare products, Morgan’s Creek is a top choice! In satisfying the desire for both a healthy and fragrance-filled experience, Morgan’s Creek manufactures a wide array of products that includes but is not limited to green tea, turmeric and garlic soap bars, body butters, and lotions. How can we not mention their bestselling peppermint, raspberry vanilla and mango papaya shower gels without feeling enticed by these fruity and therapeutic scents? To top it off, all these amazing products are made primarily from locally sourced raw materials. These products can be

It is a well-known fact that MSMEs have a high failure rate worldwide and Jamaica is not immune. Donovan Wignall, President of the MSME Alliance revealed in 2013 that approximately 6000 businesses are launched in Jamaica annually and this is undercut by a staggering 50% failure rate. Joni-Dale was determined not to let Morgan’s Creek Limited add to that startling statistics. Amidst the COVID-19 Pandemic which negatively impacted businesses, Morgan’s Creek was able to navigate this crisis by establishing and utilizing relevant systems and structures. Particularly, Joni-Dale praised the Export Max Programme,

partners JAMPRO, JMEA and JBDC for the role they played and continue to play in guiding her. She credited Export Max for Morgan’s Creek’s exposure and constant increase in sales. She is comforted by the fact that she can rely on the programme for providing good advice at the opportune time.

In playing the hand of cards that she was dealt, JoniDale has demonstrated that she is a winner, visionary and an innovative business woman. Her eyes are set on Morgan’s Creek becoming a renowned international brand. With her fighting spirit and determination we can all bet on her.

New Exporter of the Year Award at the 2022 JMEA’s M&E Awards.

The dream is to make Morgans Creek Limited a giant within the industry.

WhyServe we

THROUGH THE YEARS

IIt is often said that the highest of distinctions is service to others. In celebrating our diamond jubilee, it must be noted that the resounding success of the JMEA is due to the many business leaders who have dedicated their lives to the development of the industry and Jamaica. Kathryn Silvera and Aswad Morgan are two such gems that have provided distinct service to the Association that set them apart.

Kathryn, a strong and impressive woman, has been a constant fixture on the JMEA board for over ten years, with the past three years she serves as one of the Vice Presidents. Currently a Director of Caribbean Foods Limited, the sole manufacturer of locally made oats –the renowned and delicious Foska Oats, Kathryn had an inkling earlier in her life that she would most likely venture into manufacturing due to her rich family’s heritage in the industry. With an astounding background

with Kathryn and aswad

in marketing, as the Director in charge of advertising and marketing at Caribbean Foods Limited, the parent company of Foska Oats, it was only natural for Kathryn to serve as the Chairperson for the Special Projects, Events, and Marketing Committee of the JMEA.

Over the years, the JMEA has established several flagship events that are now a staple on the national corporate calendar cycle. Particularly, as far back as 1967, the then JMA had its first Expo which is now rebranded to Expo Jamaica, the largest exhibition and trade show in the English-speaking Caribbean and in 1968 the Association held its first black tie annual awards banquet which maintains its calibre. As the Association evolves, these events maintain prominence and many members look forward to them surpassing expectations and this is where Kathryn beams with excitement to take on the challenge.

With the merger of the JMA and the JEA, the Annual Awards Banquet was rebranded in 2018 to be the JMEA Manufacturers and Exporters (M&E) Awards. Over the past five years the event has been the largest black tie affair, with modern elements that gives sponsors, awardees, attendees, and the media much to talk about. One would never imagine that such an event is driven by mere volunteerism of a committee led by Kathryn, who approaches her responsibility with precision and meticulousness. To give a little insight, her keenness sees Kathryn involved in every aspect, from planning meetings, to site visits, selecting artwork for centrepieces, even calling members to help drive ticket sales, and rolling up her sleeve to help with final touches for the grand gala.

For the execution of the M&E Awards, Kathryn in leading wants to know every little detail! However, in the most recent staging of the M&E Awards, in October 2022 a bit was deliberately withheld from her. As part of celebrating the JMEA’s 75th Anniversary, President John Mahfood wanted to make sure that efforts of people who dedicate themselves to serve the Association are recognized. With clear instructions from the President, Executive Director Kamesha

vera. When President, John Mahfood, was asked why Kathryn, he proudly shared, “She [Kathryn] gives a lot and she depicts the true spirit of volunteerism and what the JMEA needs”

Kathryn is described by her colleagues as passionate, involved, detailed, and a very hardworking individual that takes her role as a board member and building a sustainable Brand Jamaica seriously. She is also equally fun and loves to dance!

When asked why the JMEA, Kathryn responded that “the advocacy that the JMEA brings, allows us [Caribbean Foods Ltd] to have a voice and a seat at the table when it comes to government policies and decisions, and we found it super important to always be a member. of the organisation.” Kathryn used the opportunity to encourage members to become engaged and support the work of the JMEA to carry on its mandate. With the M&E Awards behind us, she sets her eyes on the successful return of Expo Jamaica, where she chairs the committee responsible for marketing and sponsorship.

Aswad Morgan is another JMEA Director whose unpaid years of service to the JMEA must be commended. Aswad has been a member of the board for almost two decades serving as vice president and director of the JEA prior to the merger in 2018. He naturally continued his service to the new JMEA board in 2018 in the capacity of director.

Armed with a Bachelor of Arts degree in International Business and Marketing and a master’s degree in Business Administration from the University of New Orleans, Aswad was asked in 2004 by then Chairman of Expo, Raymond Miles, to assist with chairing the marketing committee for the tradeshow. Following the success of the event and Aswad’s critical contribution, he was asked in 2006 to represent the JEA as

Both Kathryn and Aswad are owed a debt of gratitude by the JMEA and Jamaica.

the Chair of Expo and the rest has been history. “We have always had a strong Secretariat and volunteers to assist with the running of Expo and we have watched it grow significantly in all aspects –exhibitor participation, patrons attending the events, to the point where we decided to further expand the show space” Aswad passionately expressed when asked about his service to the JMEA. He was instrumental in the expansion of Expo Jamaica from the National Arena to now include the National Indoor Sports Centre–a bold move that has been rewarding for the Association.

Aswad attention is set on the 2023 staging of Expo Jamaica, where he is once again gifting his time and experience throughout the planning and execution process as committee chair. Aswad is also an active member of the Special Projects, Events and Marketing Committee, attending and lending his input and expertise on all major events hosted by the Association. In his day job, Aswad has a substantive role as Group Marketing Director of the family-owned group of manufacturing companies, Morgans Group, a member of the JMEA. The Morgans Group comprises Therapedic Caribbean, Polyflex Foam Limited and Brandhill Distribution, a recent diversification into Distribution, yet, he still commits considerable hours to the JMEA, an indication to his dedication and unwavering support.

On what he finds most fulfilling about serving as a director, Aswad responded “to have seen the EXPO Jamaica grow significantly over the years with massive improvements in all areas, committed sponsors, very satisfied exhibitors, thousands of people visit and the

amazing commitment from our EXPO Jamaica team to make this show the perfect export launchpad for companies. We are doing our part in trying to improve our local economy.” Aswad credits the yearly challenge of outdoing the previous year’s accomplishments as a source of motivation and joy as he continues to serve the JMEA.

Aswad is described as being very personable, has a sense of humour, and a family man who has a deep appreciation for tennis and football. He is very accommodating of staff and always ready to lend a helping hand to the JMEA, wherever it is needed.

Both Kathryn and Aswad are owed a debt of gratitude by the JMEA and by extension, Jamaica for the unpaid support they provide with their time, talents and expertise in helping the Association fulfil its mandate to the productive sector. They both epitomise the true spirit of selfless service and volunteerism.

Kathryn and Aswad both epitomise the true spirit of selfless service and volunteerism.

PROJECT amazon

In 2015, Bill Gates warned that we weren’t ready for a global pandemic in a talk at TED2015. However, he reassured the world that “there’s no need to panic ... but we need to get going.” Bill Gates suggested putting all good ideas into practice, from scenario planning to vaccine research, to health worker training. Fast forward to March 2020 when the World Health Organisation declared the COVID-19 Pandemic, the world stood still! Governments implemented strict measures to contain the spread of the virus; with people locked inside their homes –social distancing. E-commerce boomed as everyone turned to online shopping more than ever before. For Bill Gates, preparation for a pandemic was about the health factors, but for manufacturers, distributors and retailers, preparation was digitisation —shifting businesses to an online, e-commerce platform.

The biggest winner of the COVID-19 Pandemic was perhaps Amazon, and by extension companies that were already set up or positioned to quickly shift to using e-commerce platforms to reach consumers when physical shops were forced to close and consumers stayed home and had little choice but to shop online. Amazon’s revenue in 2021 was US$470 billion, which was a 22% increase over 2020. In particular, the online store segment of the business recorded US$141.25 billion in 2019 and by the end of 2021 it was US$222.08 billion. Amazon expanded its fulfilment infrastructure by 50% in 2020, adding more than 250,000 employees in the process.

But one might ask, why are we so fascinated by Amazon?

In 2021 Jamaica generated US$1.4 billion earnings from exports, an increase of 15.2 per cent over 2020. In comparison to Amazon, this is not even a drop in the bucket! Just imagine if Jamaica could capture 1% of Amazon’s sales. Not being hopeless fanatics, but given Jamaica’s location in proximity to the United States, where a large percentage of the Jamaican diaspora resides, Amazon is a viable conduit for local manufacturers to reach their target market. Given the JMEA’s thrust to identify opportunities and to assist member companies to grow through the provision of meaningful support, in August 2022, the Association launched Project Amazon –an eight week training and development initiative funded by the Development Bank of Jamaica (DBJ) and the EXIM Bank, to facilitate 20 MSMEs to sell their products on the Amazon e-commerce platform.

Led by Barrington McIntosh, logistics consultant to Amazon, the programme guided participants through the process of registering a seller account with Amazon, setting up their e-commerce payment capabilities with Payoneer, and going through the intricacies of photographing, packaging, and listing products on the platform’s marketplace to launch for sale. Stakeholder partner, DHL was engaged to provide information on Amazon’s shipping requirements and processes.

The first cohort of companies included Home Choice; Spur Tree Spices; EggPress Farms; Jah Jireh Herbal; Blue Bantan Books; Ideas from Us; PearL Brands; Kande’s Delight; NA Designs N More; Sankhard Company, T3J Organics, EasiSpice Manufacturers; HoneyVera; Eden’s Lab; Real Botanics; Concept Promotions; and JBDC’s Things Jamaican.

With the Jamaican population less than three million people, the Amazon market, with more than 310 million customers, is more than one hundred times the size of the Jamaican population! For SMEs Amazon presents great advantages as it facilitates access for local brands without them having to establish distribution centres outside of Jamaica, which is out of the reach of many companies that size.

E-commerce is one of the key components of the JMEA’s aggressive export-led agenda in keeping with the National Five-Year Manufacturing Growth Strategy. Project Amazon is one of the many initiatives to be spearheaded by the JMEA to help its members to access export markets under this strategy. The E-commerce model provides a direct route for Jamaican manufactures to their consumers— bypassing distributors and the jockeying for limited supermarket shelf spaces, which typically favours more known and established brands under the traditional retail model.

With the training of the first batch of companies completed, the JMEA is hopeful for phase two through continued funding from partners, DBJ and the EXIM Bank. There is already a waiting list of companies eager to participate. E-commerce is expected to grow by almost $11 trillion between 2021 and 2025 and Brand Jamaica is ready to capture a share of the market!

The History of the

assist members of the Jamaica Manufacturers Association (JMA) in the financial year 2002/2003, after recognising existing gaps in the manufacturing sector. This complemented two other medium-term export-related products launched during the year – the Export Growth and Incentive Fund and the Modernization Fund for Exporters (MFE) ‘HACCP’ Assist. WIth the 2018 merger of the JMA and the JEA, to establish the JMEA, the EXIM Bank-JMEA Loan Facility remains available to members

TThe National Export-Import Bank of Jamaica (EXIM Bank) was established in 1986 to provide the financing and financial mechanisms necessary for the export and import of goods, commodities and/or services between Jamaica and foreign countries, agencies or nationals with the objective of enhancing the export earnings of Jamaica. Since then, the EXIM Bank has maintained focus on boosting Jamaica’s productive sectors and fostering growth in non-traditional exports. This has led to the development of several customised programmes and products, and initiation of partnerships with key stakeholders, such as the Jamaica Manufacturers and Exporters Association.

In reflecting EXIM Bank’s records show that the earliest partnership with the JMEA was through the Jamaica Exporters’ Association (JEA) in 1999, with the launch of the EXIM Bank/JEA Ex-Bed Facility. This product was developed to assist small exporters with financing and the working capital for the expansion of their export markets. As the Bank’s partnership with the JEA continued, the JEA/Ex-Bed loan facility was expanded to

of the Association, to provide working capital support and the necessary funding for equipment acquisition, up to J$3.5 million at an attractive interest rate.

The EXIM Bank’s continued partnership with the JMEA has expanded to include other initiatives geared at improving Jamaica’s export and manufacturing capacity, through its wide range of short- and medium-term facilities, export credit insurance and innovative business advisory programmes. In looking to capitalize on driving exports through e-commerce, in September 2022, the partnership birthed the EXIM E-Commerce Funder. This facility targets Small and Medium-size Enterprises (SMEs) seeking to develop or expand their businesses through an e-commerce platform.

EXIM’s commitment to being a lifeline for manufacturers and exporters remains steadfast. As we reflect on our partnership over the years, we also take this opportunity to extend a warm congratulations to the JMEA on having attained 75 years of exceptional advocacy for the sustainable growth and development of Jamaica’s manufacturing and exporting industries.

How Manufacturers in Jamaica Can Access

To Remain Competitive in an OPEN MARKET

Contributed By: Anti-dumping and Subsidies Commission

Introduction

Unfair trading practices, international price dumping and improper foreign government subsidies, disrupt the fair trade of goods and adversely affect manufacturers in Jamaica. Such practices can only be effectively counteracted by the enforcement of trade defence measures which remove the unfair advantage of the foreign producer(s), thereby leveling the playing field for domestic manufacturers. The Anti-dumping and Subsidies Commission (ADSC) enforces the international World Trade Organisation (WTO) Agreements on Trade Remedies to defend domestic manufacturers from unfair international competition within Jamaica.

International Trade Remedies include:

Ê Antidumping measures are additional duties imposed on the dumped imports to counteract dumping. Dumping is selling a product at a price to an export market that is below its normal value in the home market of the foreign producer.

Ê Countervailing measures are additional duties imposed on the subsidised imports to offset subsidies. Subsidies are financial contributions to the exporting industry/industries by the foreign government of the exporting country.

According to the WTO Statistics, for 2021, there were 278 antidumping measures applied and 41 countervailing measures applied by Member countries to defend their domestic manufacturers.

In 2021, there were 278 antidumping and 41 countervailing measures applied by Member countries.

The Importance of Trade Remedies

In Jamaica’s open economy and with further trade agreements leading to increased openness, it is imperative for domestic manufacturers to understand the trade remedies available to them, and when to use them. The ADSC has a range of services, which are free of cost to manufacturers, that allows them to file applications for trade remedies against unfairly traded imports which are causing injury to their business. The ADSC provides customized training to manufacturers about trade remedies and pre-filing consultations that provide technical advice to manufacturers preparing applications for trade remedies. When a properly documented application is received by the ADSC, it conducts an investigation to determine whether the domestic industry is suffering material injury as a result of the unfairly traded imports. The ADSC considers all relevant economic factors, such as the domestic industry’s output, sales, market share, employment, and profits in arriving at its determination.

The ADSC also sensitizes exporters in Jamaica on the various trade remedies that they may face in overseas markets, and how to avoid them.

The Role of the Anti-dumping and Subsidies Commission

The ADSC actively defends the interests of domestic industries in Jamaica, through the rigorous enforcement of the international trade remedies rules. Enforcement of trade remedies helps to build the manufacturing

and productive sectors, promote investment, and provide support and sustainable employment.

Trade remedies are used by many countries as an important trade policy tool, to mitigate the negative effects of trade liberalization. Domestic industries are often threatened or injured by competing imports. Trade remedies aim to level the playing field within the domestic market.

The ADSC congratulates the JMEA on its 75 years of commitment, work and representation of manufacturers and exporters in Jamaica.

We look forward to more years of working with the JMEA to build capacity and to assist members to utilise trade remedies.

Creating Partnerships for GROWTH

The Jamaica Promotions Corporation (JAMPRO) and the Jamaica Manufacturers and Exporters Association (JMEA) have enjoyed a robust relationship over the years, evidenced by several joint initiatives.

JAMPRO was pleased to work alongside the JMEA for more than 10 years in the planning and execution of Jamaica’s poster event, Expo Jamaica. This benefited from JAMPRO’s transformative role in shifting the biennial event from a consumer show to a trade show, incorporating a buyer recruitment and buyer hosting

JAMPRO and JMEA have enjoyed a robust relationship over the year evidenced by several joint initiatives.

programme. In 2018, the last face-to-face staging of the event, 563 buyers participated from 28 countries, resulting in 111 trade leads generated and 22 new orders placed, boosting export sales locally.

The partnership boasts reciprocity, with the JMEA providing mentor advocacy coordinators for JAMPRO’s signature Enterprise Development for Export Growth Programme, Export Max II, focused on capacity building and market penetration support to exporting and export ready local companies. During the 2020/21 financial year, two participating small companies experienced considerable growth in revenue, matriculating to medium-sized companies. Since its inception, the programme has achieved approximately 34% Compound Annual Growth Rate (CAGR) in sales and a 276% increase in sales over baseline. The entities have also partnered to recognise the work of these and other

small exporters through the “JAMPRO Cup for Small Exporter” award at the annual JMEA’s M&E awards.

JAMPRO and the JMEA have also worked collaboratively on crafting and implementing industry-specific strategies designed to facilitate the growth and expansion of the manufacturing sector. Among these are the National Export Strategy, Jamaica’s Manufacturing Strategy, the MSME Policy and the Contract Manufacturing Strategy and Manual. As a result, JAMPRO continues to advocate for manufacturers and exporters on policy issues surrounding market access; the Government of Jamaica has appointed a ministerial champion for export development and expansion. Due to the bodies’ related export mandates, the JMEA

and JAMPRO have partnered on numerous trade missions to the Caribbean, targeting countries such as the Dominican Republic, Martinique and Cuba, resulting in a new cadre of buyers of Jamaican goods.

The partnership with the JMEA has borne much fruit for Jamaica and JAMPRO looks forward to working alongside the JMEA for years to come. Congratulations on 75 years of service to the industry and all the best for the future!

JAMPRO and the JMEA have worked implementing industryspecific strategies designed to facilitate the growth and expansion.

The Cost of Measuring Failure Costs in Manufacturing: PT 2

Contributed By: Sheryl Anderson, Managing Director of Quality Systems Solutions Initiatives

MIn the second part of the series “cost of quality: measuring failure cost”, it is not only important to understand the characteristics and nature of quality costs but recognize the methodologies used to measure them. This article will introduce three methodologies used to measure costs within the operations of manufacturing companies, that can detect opportunities for improvement. The methodologies are Value Stream Mapping (VSM), Value Stream Costing (VSC) and P-A-F or Prevention-Appraisal-Failure methodology.

VSM is a technique used to create a visual guide of all the components of the production process. The visual guide or map is used to analyze the entire process with the goal of identifying waste and eventually being able to streamline the process. Tangible results were demonstrated in an ISO 9001 certified Indian food product manufacturing plant, where a case study yielded a reduction in lead time by 14.88%, processing time by 14.71%, material movement wastage by 37.97%, and work in progress inventories by 17.76% after applying the value stream mapping after recognizing that was not being able to complete the customer’s demand. The VSM was used to address improper layout, unnecessary movement of material, high production lead time, and high work in progress (WIP). The team conducting the analysis examined value streams to determine how to improve the production process. Note that a value stream is the set of

actions that take place in a process that adds value to a customer. After all, the organization stays in business because of the value they provide to customers.

There has been some evolution and improvement in methodologies such as VSM, for example value stream costing (VSC). The VSC analysis examines the value streams and determines whether resources within each process are productively or non-productively used. The value streams that produce the least benefit to the organization are identified so it can focus its improvement efforts. While there is no distinction between the direct and indirect expenses in the value stream, all costs are recorded into the value stream cost as direct expenses because it is used as a tool to calculate the facility’s overall production cost and therefore a suitable system for displaying both cost and profitability. A customer only pays for the value-added components of the product, therefore the VSC requires that losses are identified and removed from the value stream. This type of costing enables more efficiency for real-time decision-making as opposed to the traditional accounting system. A study of 135 random

Japanese manufacturing factories demonstrated that integration of financial and non-financial measures encouraged the acceptance of shop floor accounting systems like value stream costing (VSC). This enabled the manufacturers to align simplified lean accounting practices and visual performance measures. The alignment allowed managers to make effective decisions on operational issues.

The PAF (Prevention-Appraisal-Failure) is another methodology used to measure failure costs. The PAF model explains how the optimal quality levels can be achieved by investing in the costs of prevention and appraisal to reduce failure costs and to achieve a minimum total quality cost. The P-A-F model is a concept that focuses on costs expended for achieving good quality through preventive and appraisal activities and costs incurred from poor quality resulting in internal and external failures. The implementation of the PAF model resulted in reducing internal failure costs which was equivalent to 7.174% of a Czech manufacturing company’s sales revenue during the period 2010 – 2014. Using Pareto analysis, the researchers were able to deter-

mine that the biggest contributors to failure costs were labour costs used for repairing defects, costs resulting from the irreparable defects, and losses caused by lower performance processes. This assisted the company in prioritizing its continuous improvement program over the period.

As Jamaican manufacturers, we need to take a structured approach to reducing costs, and these methodologies are just some ways to address the elephant in the room. While we push to become more export focused, these structured ways of reducing costs can make our operations more resilient to meet the demands of increased production levels.

Eg. Value Stream Management (VSM)

We introduce three methodologies used to measure costs within the operations of manufacturing companies, that can detect opportunities for improvement .

SPRINGVALE

Sandra and Richard McLeish are owners of the SPRINGVALE brand of innovative Jamaican fruit and vegetable-based food products available locally and to the diaspora. They started Sankhard Co Ltd., formerly Spring Vale Enterprises, out of Sandra’s Portland farm in 2011 and started exploring exporting in 2013. Developing Jamaica’s first line of dressings, (vinaigrette and salad dressings); condiments (ketchup, BBQ sauces, Jerk Sauces, pepper jellies, chutneys), and ready-to-eat foods (soups) has combined their passion for the brand Jamaica and supporting local farmer with innovation particularly in processing fruits. As the children of farmers, and as farmers themselves since 2004, they know first-hand the struggles of small farmers in the country and see agro-processing as a way of bringing the bounty of local farmers to dining tables

in Jamaica and address wealth creation for rural suppliers.

This team has led the company successfully and received several awards and accolades namely: the Jamaica Manufacturers and Exporters Association N. Gordon–Rowe Buy Jamaican Award in October 2013 and in September 2014 received the Special Recognition Award for Community Development and the Eddie Hall Award for New Manufacturer of the year. In 2014 the National Bakery selected Springvale as one of the eight Bold Ones for 2014. Since the brand’s presence to the Jamaican consumer, Springvale products have been recognized and nominated by the Jamaica Observer at their Annual Table Top awards. This family-owned company has 80% of the workforce being women and has a strong relationship with the community and local suppliers.

Richard McLeish

Chemical Engineering (Howard University), Operations Manager, Sankhard Co. Ltd.

Richard McLeish.

Richard McLeish, in his capacity of Operations Manager, leads in new product development and this allows his extensive knowledge of processing and food processing to generate exciting products for SANKHARD. He is a former product developer /process engineer in a fortune 500 US company and has 20 years of experience in the food industry in North America and Jamaica. He always had the ambition to be a part of the innovation in the Jamaican processed food industry, because his experience led him to understand that the Jamaica brand was not being fully utilized in international markets and subsequently the country was falling behind in manufacturing, educational, and employment opportunities.

Richard continues to mentor several food professionals, aspiring foodies, and entrepreneurs as well as students at his alma mater Wolmer’s Boys’ School. His passion for using local inputs innovatively to drive productivity in Jamaica is evident in the development of the Springvale, Irie Isle, and other local brands. His technical experience is not limited to his academic experience in chemical engineering and chemistry but also during his years working in food manufacturing he supported in-house courses (Food Engineering, Biochemistry, and Emulsions Processing) to

Richard McLeish, Operations Manager and Sandra McLeish, Managing Director - Sankhard Company Ltd

complement his role as product developer and manufacturer as well as Wastewater Management.

Sandra McLeish

Sandra McLeish ran her farm in Fruitful Vale, Portland for years selling coffee and fruits which was the genesis of this business. Mrs. McLeish has a Bachelor of Science (BSc) from the University of the West Indies, a Master’s in Business Administration (MBA) from the University of New Orleans; a current candidate for a doctorate in public health (DrPH).

For the past 20 years, she has worked in various functions overseeing the implementation of both local and regional projects funded by international donors covering areas such as social contracting, gender, entrepreneurial development, health systems strengthening, and environmental management. Mrs. McLeish leverages these experiences in her management of Sankhard. She is also an experienced professional in Project Management with an emphasis on HIV, gender, gen -

As the children of farmers, and as farmers themselves since 2004, they know first-hand the struggles of small farmers in the country.

MS.

Sandra McLeish MBA (University of New Orleans), BSc. (Univ. of the West Indies); DrPH©, Managing Director, Sankhard Co. Ltd.

der-based violence, and health systems strengthening. For the past 21 years, she has worked in various functions in the area of environmental management, health, and gender, overseeing the implementation of both local and regional projects funded by international donors.

Sandra has served on the board of the Jamaica Network of Seropositives (JN+) as well as the Jamaica Manufacturers Association and was re-elected to the board of the Jamaica Manufacturers and Exporters Associate this year. She presently serves on the Private Sector Organisations of Jamaica Gender and Disability Affairs Committee and was formerly

head of the Human Resources subcommittee of the National Compliance and Regulatory Authority Advisory Board.

For additional information about Springvale please refer to, and like us on our social media pages:

Ê Instagram: springvale_products

Ê Facebook.com/Springvale Products

Ê Twitter: @SpringValeEnt

Ê www.springvaleproducts.com

We may be contacted at info@springvaleproducts.com

ACCREDITATION JANAAC

BOOSTS TRADE COMPETITIVENESS FOR THE JAMAICAN EXPORTATION AND MANUFACTURING SECTOR

The Jamaica National Agency for Accreditation (JANAAC) through its internationally recognized accreditation services continues to boost Jamaica’s economic growth by facilitating regional and international market access for local manufacturers including Small and Medium sized Enterprises.

According to the Statistical Institute of Jamaica, the manufacturing sector exported goods valued at over US$ 400 million from January to June 2022. With the confidence that accreditation provides, exporters can assure their trading partners that locally produced goods are of the highest quality.

JANAAC lauds Associated Manufacturers Limited (AML) and Rainforest Seafoods Limited (RFSL) Microbiology Laboratory

for taking the lead in recognising the value of accreditation to their business. Both members of the Jamaica Manufacturers and Exporters Association (JMEA) are major manufacturers and suppliers of food products to local, regional and global markets. The Associated Manufacturers Limited was accredited in 2019 to the ISO 17025:2017 Standard

for Microbiology and Chemistry. Accreditation allows AML, a producer of jerk seasonings, sauces, and condiments, to deliver products of proven superior quality in a timely manner. In 2021, the Rainforest Seafoods Limited Microbiology Laboratory was granted accreditation under the ISO/IEC 17025:2017 Standard for food testing. The RFSL Microbiology Laboratory is confident

in the validity of its test results as accreditation has confirmed its competency and consistency. Testing results from RFSL Microbiology Laboratory are accepted everywhere.

Local businesses are encouraged to continue to seize the export opportunities made possible through JANAAC’s accreditation services. Senator the Honourable Aubyn Hill,

Local businesses are encouraged to continue to seize the export opportunities made possible through JANAAC’s accreditation services.

Minister in the Ministry of Industry, Investment and Commerce has been leading focus on exports as a key driver to achieving sustainable economic growth for Jamaica and the region. And though the World Trade Organisation is expecting trade growth to slow by 1% in 2023; Senator Hill emphasises that for Jamaicans to experience true economic independence they need to increase

the number of goods sold to the rest of the world. JANAAC’s services continue to improve trade facilitation which boosts export opportunities for local manufacturers. Its newly minted, US FDA Accredited Third-Party Program will help businesses to benefit from the expedited entry of food products into the United States once eligible to participate in the Voluntary Qualified Importer Program (VQIP). In specific circumstances, the FDA may require that imported products be certified before entry to the United States to prevent or minimise the risk of adverse health consequences from the consumption of contaminated

JANAAC, an agency in the Ministry of Industry, Investment and Commerce (MIIC), is one of four accreditation bodies recognised by the United States Food and Drug Administration (FDA) under the Accredited Third-Party Certification Program. The Agency

is the only accreditation body with the approval to accredit certification bodies for ten (10) of the eleven (11) possible scopes including:

Acidified Foods (AF)

Dietary Supplements

Low-Acid Canned Foods (LACF)

Juice Hazard Analysis and Critical Control Points (Juice HACCP)

Medicated Feed Current Good Manufacturing Practices (Medicated Feed CGMPs) • Preventive Controls for Animal Food (PCAF)

Ê Preventive Controls for Human Food (PCHF)

Ê Produce Safety

Ê Seafood Hazard Analysis and Critical Control Points (Seafood HACCP)

Ê Shell Eggs

The Agency is also a signatory of the International Laboratory Accreditation Cooperation (ILAC) Mutual Recognition Arrangement (MRA) and the Inter-American Accreditation Cooperation (IAAC) Multilateral Recognition Arrangement (MLA), and is committed to the free-trade goal of “tested once, accepted everywhere.”

A Brief

Of MANufACTuRING IN JAMAICA

Jamaica had a very strong manufacturing base in the 1970s with rapid growth and extended into the 1980s, as the industry accounted for 21% of GDP in the late 1980s. Today, the industry accounts for 8% of GDP, which is a huge decline. While we still have local production of rum, beer, and cement our manufacturers are typically very small, mainly producing food items, beverages and sauces. In 1985 when I returned to Jamaica, our exchange rate was JM$5 to US$1. Today it is J$153 to US $1. Our Per capita income is US$5,000, which is among the lowest in the region.

Over the years, through poor government policies and mismanagement, the manufacturing industry was decimated. Some of the notable events that took place were:

Ê The socialist doctrines of the PNP Government in the 1970s which led to mass exodus of the middle and upper class and professionals, resulting in capital flight and brain drain. Companies were either closed or sold.

Ê Introduction of bauxite levy which alienated the bauxite companies and prevented further expansion, including alumina refinery.

Ê The 1970s Middle East Oil Crisis which resulted from an overnight increase in the price of oil, it impacted the cost of electricity and foreign currency. This significantly impacted companies involved in glass and cement manufacturing, steel smelting, bauxite refining etc.

Ê Introduction of foreign exchange controls in the 1980s which impacted companies’ ability to purchase raw materials and finished goods.

Ê In the early 1980s the government of the day allowed informal importers to bring in significant amounts of shoes and garments without paying the required import duties. This had the effect of wiping out the local garment and shoe sectors.

Ê The rapid devaluation of the Jamaican dollar between the 1980s and 1990s which was owed to the severe foreign exchange shortage caused by the tight controls. Companies were forced to buy foreign currency on the black market, essentially causing businesspersons to break the law in order to stay in business.

Contributed By: President John Mahfood

Ê The Government also increased interest rates in order to try and stem the flow of foreign currency. The combination of these activities caused interest rates to increase to as much as 100%, which drove many companies out of business.

Ê In the late 1980s the Government abruptly removed the import protection that existed for local manufacturers which limited imports that were made locally. This resulted in a flood of imported items and local manufacturers could not compete and were forced to close. Some of the closures at that time included tyre manufacturing, cigar and cigarette manufacturing, personal care manufacturing and more. While much of the blame lies with how the Government handled the transaction, the manufacturers were also to blame for their inefficiencies due to the lack of competition and their total dependence on the domestic market for their existence.

Ê During the 1990s there was a meltdown of financial institutions due to bad and risky investments and poor loan portfolios brought on by very high-interest rates. The Government developed a plan to save the financial institutions - FINSAC. However, there were heavy losses in the manufacturing sector.

Ê Fiscal mismanagement as the Government spent more than it took in as revenue and relied on borrowing to continue its policy.

Ê During the 1980s and 1990s investing in Government paper yielded a return of 30% or more creating very little incentive to invest elsewhere.

We entered 2000 with a manufacturing industry that was severely damaged and entrepreneurs who were battered –with little to no confidence and risk averse. There were further actions in the early 2000s by the Government to cut their debt by shaving the value of the GOJ debt which hurt a number of investors.

In 2010 the JLP Government introduced the Junior Market whereby small companies could list, raise funds and take advantage of a tax incentives. This has been a game-changer as companies were able to raise cash from the stock market without being under the thumbs of the banks. History has shown that companies that have been listed on the exchange have been transformed in their outlook and performance.

Today there are 42 companies on the JSE Junior Market and I expect many more to come on board. I believe that this is the turning point for the manufacturing industry as more and more companies seek equity financing to fund expansion.

The other important event took place in around 2013 when the PNP government signed an agreement with the IMF which required the country to reduce the debt to GDP from 140% to 60%. This meant that the Government had to develop good fiscal management including budget surpluses.

Even with a change of political directorate, both administrations stuck to the agreement and managed to bring the debt to GDP below 100% in 2019. This aided to reduce the cost of borrowing to manageable levels and subsequently led to improved exchange rate stability.

The improved macroeconomic outlook has allowed us to manage the COVID-19 Pandemic crises, and there is even some positives on the horizon. This includes increased trading within the Caribbean because we can better compete with the Far East suppliers now that shipping costs are higher. Also, there is the opportunity to sell our products online to the US consumers because of the fall in the cost of courier services.

We still have obstacles to overcome to fully develop our manufacturing industry which includes:

Ê High cost of electricity

Ê High cost of petrol

Ê Small domestic market

Ê Very high-security cost due to high rate of crime

Ê High level of corruption

The Government still needs to do a lot more, including:

Ê Divest GOJ 19% share in JPS

Ê Increase rate of land titling

Ê Close Petrojam and convert to storage in order to reduce cost or loses

Ê Solve the problem of illegal connection to the electricity grid which will reduce the cost of electricity

Ê Reduce the level of crime by investing more in crime fighting and faster implementation of agreed plans in the CMOC

Ê Re-engineer the NHT so that it either delivers on its mandate to provide housing for the poor and lower income or cut the contribution by employers and employees

Ê Reduce GCT to 12.5% from current level of 15%

Ê Divest more entities owned by Government to the private sector

Our entrepreneurs have become risk averse as a result of the history that I have highlighted above and unfortunately are not sufficiently hungry to go after the export market. However, we are beginning to see changes because of the successes of companies on the Jamaica Stock Exchange markets, particularly the Junior Market and the greater realization that there are real opportunities for growth in exports to the Caribbean. We must build on this and continue to pressure the Government to make the changes necessary which will create the atmosphere for growth.

There is the opportunity to sell our products online to the US consumers because of the fall in the cost of courier services.

In defying the ‘it’s a man’s world’ adage, women continue to explore new opportunities and venture into industries that were once exclusively male, such as manufacturing. The demography which once characterized the manufacturing industry is changing, giving way to a more diverse representation. Women have gotten into gear and have proven it to be safe, financially beneficial and otherwise rewarding. .

Kareema Muncey, Owner and Managing Director of Home Choice Enterprise Limited believes that women are no longer under-represented in the manufacturing industry, especially in Jamaica. Entering the market in 1999 with its mouthwatering and tantalising peppered shrimp, Home Choice has experienced much success which sees the brand expanded to include condiments, fritters mix, soup mixes, and drink mixes.

Women continue to explore new opportunities

Sharing what inspired her to enter into a space that was at the time, even more saturated by men, Kareema said, “the need to create… explore my creativity. I have always been creative and wanted to support my country. I like to craft new ideas and new products for the market and being a nation-builder, the manufacturing industry was the right place.”

She admitted that when she entered the manufacturing industry 22 years ago, business was tough but the company eventually thrived. The COVID-19 Pandemic, created a great opportunity for Home Choice, where consumers in lock-down developed a need for her ‘easy to create’ meal products. This success was also recognised as Home Choice won the Ray Hadeed Award for Best Micro, Small and Medium Manufacturing Enterprise and the 2022 JMEA M&E Awards.

Kareema is confident that women are a perfect fit for the manufacturing industry. She expressed, “it’s like a woman with a family... She needs to be creative in managing the household and finding ways to survive daily, especially if she is a single parent. There has to be structure and the ability to multitask. All of these qualities are needed in manufacturing. In fact, because of these qualities, I believe women even make better business managers.”

Her presence is quite distinct as a female Jamaican Muslim woman, who sits on the Board of the JMEA since 2020. Kareema’s reason for serving the industry, and her country is simple, “if you serve in this life, you’ll get the reward in this and the next life.” She continued, “the success of my business comes from serving others. My serving is empowerment. I believe others can get to the point where I am, and together we can achieve a better economy.”

Kareema’s encouragement to other women in manufacturing and those interested in the field, is to join an Association, as “the JMEA will get you where you need to be. Your business will not be successful otherwise!”

WHEEL COME An Opportunity to C

elebrating 75 years is a big deal, and it is a milestone for the organization. Typically, when these milestone years are achieved, there are a lot of congratulatory messages. However, I want us to step back and ask “what are we really celebrating?” Have we delivered to our true potential? Have we created real value in our society? Have we truly been instrumental in helping to create a better quality of life for Jamaicans?

I put it to you that the productive sector can and should do much more, and we should use our 75th to reset our goals and reframe our ethos.

For decades the productive sector has been paid lip service, as successive governments have become wedded to the concept that they will roll the dice on the service industry to make the country prosperous. Please do not misunderstand me;

tourism, BPO and similar industries are very important, and their success should be celebrated by all of us. However, the reality is that Jamaica does not have the scale to be solely dependent on a few sectors; we need to have strong contributions from multiple pillars, including the productive sector. What should the JMEA be doing? I believe that our goal should be to use the platform to create wealth for investors, improve our GDP contribution, attract quality workers and pay them well so that the country can grow the middle class.

Our people are poor. It is a disgrace that our GDP per capita is less than US$5k. It is a shame that so many people are employed without basic benefits, no pension and barely living from pay cheque to pay cheque. Over the last 2 years, the inequity in our society has widened and our fragile education system is truly on the brink of collapse. The conveyor belt for our human resources has been disrupted, with the pandemic learning loss and our tertiary qualified people are migrating at a rate that we have not seen in a long time. While poverty is not an acceptable excuse for crime, the correlation is indisputable. So overlay the murder capital reality on top of the declining quality of our available workforce, and we see that this country’s most valuable resource, its people, is under siege. The ordinary man and woman in the society does not trust the business community, they think our mo-

tives are purely selfish. The JMEA has a big opportunity to change this perception.

To become a meaningful contributor, we must first have equity with the people of the country, the voters. Let us engage the man and woman in the street, explain to them why we need factories, why we need agro-processing facilities, why we need to produce goods and why we need to substitute imports with local production to grow our economy. We need to adapt technology to aggressively drive our productivity and production. It is only through productivity improvement that we will sustainably pay our workforce competitively. We should be measuring our “productive sector GDP per capita” and targeting US$12k as the first marker. We need to have more SMEs in the JMEA membership, after all they are the engine of growth, employment, and innovation for developed societies.

Reframing our purpose to engage citizens who will become advocates for the sector, will give us leverage to persuade the Government to implement policies that reduce obstacles, and allow us to increase productivity. Let us have big, audacious goals not only for ourselves, but also for society.

In 25 years, when we celebrate our 100th anniversary; I want the JMEA to have been a pivotal force in reshaping our society, to one where everyone will have an opportunity to raise their families and have a quality of life that should be their right, and not a privilege reserved for a few.

Bless up.

The productive sector can and should do much more , and we should use our 75th to reset our goals and reframe our ethos.

The NCB Jamaica Family wishes to extend hearty congratulations to the Jamaica Manufacturers and Exporters Association on this significant milestone.

Championing the cause of the productive sector demands tenacity and clarity of vision, especially in times of volatility, as we are experiencing now. These are two characteristics that you have exhibited over the years as you have expertly led your members through pivotal shifts to growth.

For this reason, we have supported your vision to advance a thriving manufacturing and export-led economy for almost two decades and are delighted to continue doing so.

We have enjoyed a long history of collaboration on major initiatives such as Expo Jamaica, which has

helped to evangelize the message “Buy Jamaica...Build Jamaica” and has produced outstanding results. Additionally, we are pleased to have developed resources for your membership network such as the JMA NCB Business Edge credit card and the SME Boost product, introduced earlier this year. Our partnership exemplifies a shared desire to achieve the prosperous economy envisioned in Vision 2030.Transforming this vision into reality however, requires an enabling business environment with the right tools for business success.

As we look to the future, we pledge to continue to collaborate with you to deliver simpler and more accessible pathways to finance for your members as they grow the Brand Jamaica footprint globally.

Cheers to your continued success,

Septimus ‘Bob’ Blake, CEO, National Commercial Bank Jamaica Limited

A Brief History of JAMAICA BISCUIT COMPANY

The Jamaica Biscuit Company Limited was founded in 1910 by Messrs. Lionel DeMercado and Alfred DaCosta who were Jamaicans and John Crook an American citizen. The sole purpose then, was the manufacture of Water Crackers, which was done under the brand name Excelsior. The factory was established at No. 2 Church Street, Kingston and was one of the first light-manufacturing industries to be established in Jamaica.

It operated with one oven and the crackers were sold by barrels, hence the expression, “Cracker Barrel”. In 1946 other types of biscuits were added to its portfolio to include Cream Crackers, Saltines and Soda Crackers. In 1952, a new factory was built on the present site at 206 Spanish Town Road, one of only two factories at the time.

Over the years, Water Crackers - affectionately referred to as “Tuff Crackers”- and Cheese Krunchies have become national staples and “Jamaica’s favourite!”.

Recognising the rigours of the global marketplace, the Jamaica Biscuit Company Limited is now engaged in both manufacturing and distributing activities with majors brands such as Excelsior, Holiday Snacks, Wibisco, and Bermudez Biscuits.

Today the company has a team of energised persons, driven by an established Vision and accepted Value System, which forms the foundation from which the business is conducted.

Over the years, Water Crackers have become national staples and “Jamaica’s favourite!”

Zone Authority

A Platform for Jamaican Manufacturing Resurgence

Contributed By: Ainsley Brown

Zones are not new or unique to Jamaica. According to UNCTAD

there are over 5,400 in over 147 countries and Jamaica had its first Zone Regime in the late 1970’s. However, it is the ability to catalyze an economy, with growth, jobs, foreign and local direct investment, that make SEZs so special. According to the UN Secretary General, António Guterres “among the most important instruments for attracting investments are Special Economic Zones.” SEZs are designated geographic areas used to attract foreign and local investment which typically have fiscal incentives associated with them that are different from the rest of the country. For example, in Jamaica SEZ Developers

...among the most important instruments for attracting investments are SEZ.

and Occupants are given customs duty relief on imported goods destined for the zone, including construction materials, equipment and inputs into production for as long as these goods remain in the SEZ or are re-exported. The fiscal benefits also extend to 0% corporate income tax on rental income for Developers, and 12.5% corporate income tax for Occupants, which can go as low as 7.75% when certain performance-based tax credits are applied. There is also 0 % general consumption tax (GCT) on domestic purchases.

The world has changed a lot since the late 1970’s with our first foray into Zones. In order to remain competitive, among other reasons, Jamaica redesigned its Zone Regime even changing the name from Free Zone to SEZ to indicate to the market a clear policy shift. In the re-design of its Zone Regime the Government of Jamaica took the deliberate policy decision not to create ‘enclaves’ characteristic of traditional export processing free zones but to have SEZs act as catalysts for growth and development of the wider economy. This major change, among others, has well positioned Jamaica, through its SEZs, to take advantage of is nearshore manufacturing. The very structure of Jamaica’s SEZ Regime is designed to tap into this opportunity. While the nearshoring opportunities that our SEZ Regime drive are endless we will explore two.

The first, is that SEZs should be viewed as ‘onshore’ export platforms for local businesses that facilitate the reduction of the associated logistics, transport and administrative costs of trading across borders. The SEZs while physically located in Jamaica are an ‘international space’ and are a captive export market for local producers to engage global value chains (GVC) without leaving the geographic boundaries of Jamaica. SEZ Developers and Occupants may claim zero rating for General Consumption Tax (GCT) on purchases made from the local economy. In an instance this induces local sales by reducing their costs by 15%, incentivizing the Developers in the build out and maintenance of their zones and Occupants in the day-to-day operations to ‘buy local’ Jamaican. Based on data received from the Tax Administration Jamaica (TAJ) for 2019, 2020 and up to June of 2021, J$817 billion, J$74 billion (this drop off was caused by the Covid-19 pandemic however there was a massive rebound in 2021), and over J$332 billion, respectively of value was stimulated in the Jamaican economy by zones availing themselves of this fiscal incentive. Put another way zones stimulated billions of dollars of additional Jamaican exports. While not all of these are manufactured goods it does paint a picture of the ‘onshore’ opportunity, particularly when you consider that any goods that would have been included would have been manufactured to international standards further entrenching and expanding Jamaica’s GVC participation.

The second, is to make the Jamaican economy both more resilient and robust. Resilience being the ability to bounce back quickly after an economic shock, while robustness is the ability to continue production during a shock. Our SEZ regime offers existing local manufacturers both qualities by creating an opportunity to bring their supplies and suppliers closer to them resulting in greater predictability, better planning in inventory control and manufacturing and improved cash flow. SEZ allow for simultaneous use of both just in time and just in case business strategies. This would change the carrying costs of inventory and capital equipment for local manufacturers by enabling them to benefit from the inventory and infrastructure cost savings from postponement opportunities that the SEZs present through bringing suppliers closer and or from SEZ based 3rd and 4th party logistics providers. Postponement is a business strategy that maximizes the possible benefits and lowers the risks by delaying, until the last possible moment, the next decision in the manufacturing or distribution of goods. SEZ therefore present an opportunity for ‘onshore’ imports, lower shipping costs, among others, by moving from FOB to ex-works and opening Jamaica up to greater and high value participation in GVCs. For suppliers, this would mean shifting their production or distribution

SEZs act as catalysts for growth and development of the wider economy.

to Jamaica, where they can take advantage of the SEZs fiscal benefits listed above, as well as our shipping connectivity and economies of scale and scope derived from being closer to their nearshore markets.

Additionally, existing manufacturers may open a new revenue stream by becoming a Developer for its very own suppliers or other suppliers. While the SEZ Act does prohibit an existing business from directly or indirectly re-establishing itself in a SEZ, it does allow room for existing business to utilize their lands (owned or leased) in zone development. This prohibition was established to mitigate against eroding the tax base and also extends to the forming of a new company to carry out the same activities.

ConClusion

Jamaica’s SEZ Regime is well poised to deliver a manufacturing resurgence through increased GVC participation and nearshoring. The Prime Minister, said it best, “The dramatic increase in freight costs is fueling hyperinflation and supply shortages globally. This crisis is, for now, partially reversing globalization, requiring major producers to source locally, or at least regionally; it is reigniting demand, and the thrust to seek greater fiscal advantages from government and to seek tax-friendly-regimes. It is also creating a demand for neutral, stable predictable spaces to produce, accelerate and promote new regional value chains.”

Ainsley Brown is Senior Director of Regulations, Policy, Monitoring and Enforcement at the Jamaica Special Economic Zone Authority and adjunct lecturer in logistics at Mona School of Business and Management.

he woman is created to give life and in nature, water is life. Believing that both realities are true, Nayana Williams, a woman of action, forged her professional path with a vision to bring life to a community by venturing into the globally lucrative industry — the manufacturing of bottled water.

A native of St. Mary, Nayana returned to Jamaica, the land of ‘wood and water’ from the United States of America (USA) in 2005. Upon returning, it was not surprising when Nayana decided to make Portland home, having attended the Titchfield High School during her younger years and fallen in love with the natural, rustic and beautiful elements of the parish. However, in returning to Portland, Nayana was deeply concerned after observing her surroundings and quickly realised that many people were

without jobs. This prompted her to make a healthy investment that produced immeasurable benefits — the creation of LifeSpan Spring Water.

In asking Nayana why manufacturing, especially bottled water in Portland, she quickly responded, “when you look back on history, you see that strong economies are built on manufacturing. Knowing how manufacturing helped to build these economies, I looked at Portland as an area with a lot of potential for growth and it [water] was the most viable option to get into… and that is what I did.” Of note, Portland holds great value to the country’s heritage, having the core of the Blue Mountains, which is the longest mountain range in Jamaica, and the highest peak on the island (2256m). This lush elevation gets over 200 inches of rainfall per year and is mostly known worldwide for its iconic ‘Blue Mountain Coffee’, which is considered one of the highest premium coffees in the world. There, hidden in plain sight was Nayana’s opportunity, Portland’s constant rainfall in the Blue Mountain that gives rise to –perfectly, naturally, filtered water!

In recent years, bottled water has become a common commodity. Data from Statista.com shows that revenue in the bottled water segment amounts to US$302.50bn in 2022. The market is expected to grow annually by 8.03% (CAGR 2022-2026). In global comparison, most revenue is generated in the United States (US$83.02bn in 2022). For Jamaica Statista noted that revenue in the bottled water segment amounts to US$134M in 2022. The market is expected to grow annually by 6.75 CAGR 2022-2026.

But in this big market, how special is LifeSpan water?

With gleaming pride, Nayana was happy to talk about how special her brand of water is. Lifespan is a naturally alkaline water, sourced from the springs of the Blue Mountain in Portland Jamaica. It is ranked among the world’s leading brands of spring waters. The company was awarded the 2020 and 2021 Grand Gold International Quality Award from Monde Selection-International Quality Institute in Europe. The water is said to have many health benefits due its naturally alkaline PH of 7.9-8.4, which helps to reduce acidity in the body and improves the immune system to help fight diseases.

In speaking about gender disparities in the industry, Nayana dismissed the notion that manufacturing is a man’s world. “I think women are just as capable as men, and we have a lot to offer in the industry. As a manufacturer, you have to be very detail-oriented, curious, focused and mostly, fearless–and these are qualities women naturally possess. You also have to be consistent and that is one quality we have more of

than the opposite gender,” she said, laughing.

Speaking on the need for balance in gender differences in the industry, the woman-boss encouraged others like herself to ignore the silent doubt that continues to discourage females from entering the field. Nayana further advises that, “we cannot control what other people think, but we can focus on believing in ourselves as women. We should be confident that we are just as capable. It’s true that we are in a society that is biassed against females, because our culture dictates that women are stay-at-home caregivers… and even though in this day and age we are aware of the change in dynamics, there is still that underlying behaviour and prejudice. However, if manufacturing is something that you are passionate about and want to make a difference, create, and fulfil your destiny, go for it. Don’t listen to the noise!”

Nayana Williams, is building an emperor while being keen on enriching many lives. A published author of the book, The Lifespan Movement. She now carries the title, O.D., having been bestowed with the Order of Distinction in the Rank of Officer, for Entrepreneurship and Philanthropy by the Governor General of Jamaica in the 2022 National Honours Awards.

alesforce delivers predictability and transparency across the manufacturing ecosystem

The manufacturing sector of the economy has been performing consistently for the last few years. With rise in interest rates, less that favorable access to credit and the pandemic expose weaknesses in the manufacturing industry that push companies to adjust their approach to business.

Crescent Digital is a registered Salesforce partner for the Caribbean. Salesforce is a company that makes cloud-based software designed to help businesses find more prospects, close more deals, and wow customers with amazing service. Customer relationship management (CRM) software allows businesses to build and manage relationships with employees, partners, prospective and current customers. Salesforce is the Worlds #1 Customer CRM. We have implemented Salesforce in 9 Caribbean countries, United States and South Africa. Our team is experienced in implementing Salesforce and will bring valuable local skills to your organization, assisting your staff to get the most out of your investment in technology, and bring teams together to drive innovation across the company.

We can support your digital vision and the future of your business with Salesforce Manufacturing Cloud, a system that can automate processes, modernize operations, and deliver personalized service with curated features that are optimized for manufacturing. Manufacturing Cloud helps

Salesforce is a company that makes cloud-based software designed to help businesses find more prospects, close more deals, and wow customers with amazing service.

businesses connect sales and operations to drive forecast accuracy and visibility across your ecosystem.

Its digital capabilities can help you get ahead of industry trends and stand out among competitors. Manufacturing Cloud addresses the nuanced needs of manufacturers. It combines Sales Cloud and Service Cloud to deliver seamless digital experiences that can help you stand out to your customers,, suppliers, resellers, partners, and employees.

Manufacturing Cloud makes it possible to get more value out of your partners, distributors, and resellers by streamlining the processes. What will it take to be successful in the future of this ever-evolving industry?

Streamlining processes with cloud-based technology is a great place to start. Salesforce Manufacturing Cloud is a powerful tool that can be transformative for your company when it is implemented with the guidance of someone who truly understands your business.

Ê Demand Forecasting

When your team can see on-hand inventory across all appropriate fulfillment locations during the order process, they only accept orders they can deliver.

Ê Modernize Commercial Operations

Sales and operations teams can capture a complete picture of net new opportunities, customer agreements, long-term projects and programs, and accurate demand forecast.

Ê Transform Service Experiences

Service teams can streamline and orchestrate end-to-end processes for customer support, complaints, and product issues across departments by integrating data across systems and silos.

Ê Simplify Partner Engagement

Provide 24/7 self-service digital support for your dealers, distributors, reps and resellers across sales agreements, forecasts, incentives, and end-customer or product issues.

Ê Leverage Embedded Analytics

Business leaders can make fast, informed decisions with time-series based projections and predictive insights on account health and pricing performance.

Ê Go Digital Fast

Digital teams can leverage pre-built solutions, processes, and frameworks for manufacturing and accelerate automation with easily customizable tools.

Manufacturers that took the initiative towards digitization are leading the industry into the future, increasing innovation and efficiency to break down silos. These companies are creating tremendous new opportunities with tools that ensure that sales, marketing, operations, service, and partner networks are accessing powerful, shared data and insights, to collaborate on a new level. Salesforce Manufacturing Cloud is a system that can automate processes, modernize operations, and deliver personalized service with curated features that are optimized for manufacturing.

Among its many features, the platform empowers sales employees with insightful reporting, engages channel partners with incentive programs, and delights customers with end-to-end service support. It gives your sales team a clearer picture of account health, pricing performance, and other strategic insights. You can quickly identify accounts that need attention, data-informed product recommendations, and cross sell opportunities.

There’s no denying the power of technology in manufacturing, but it’s impossible to realize its full potential when it’s locked in outdated legacy systems. Dispersed data and legacy systems are serious challenges. Unlocking that data can align your entire organization with a single source of truth. Crescent Digital can help you curate a data-driven culture with support from Manufacturing Cloud, a platform that unifies data from legacy systems to help you upgrade your forecasting, collaboration, and decision-making.

We were incorporated in October 1994 through the merger of LASCO Foods (Successors) Limited and LASCO Foods Limited. Sixteen years later, in October 2010, we became publicly listed on the Jamaica Stock Exchange Junior Market.

Widely recognized as being the leading producer of Nutritious Powdered Beverages in Jamaica (under the LASCO Brand), we expanded our scope in 2014 with our entry into the Liquid Refreshing Beverages and Water Categories of the market under the iCool Brand.

Over the years, we have focused on organic growth supported by heavy investments in plant and equipment, state-of-the-art technology and people development to provide the capacity and know-how to fuel our growth.

Through constant innovation in technology, capability and product development we are well equipped to meet current and growing demand in our domestic and international markets.

With continuous improvement a key part of our culture, we are able to drive operational efficiencies and adapt to an evolving landscape.

Our quality assurance, rigour and discipline, coupled with certifications to international standards covering Good Manufacturing Practices (GMP), Food Safety Management (HACCP), Quality Management Systems and Occupational Health and Safety, – reflect the emphasis we place on maintaining the highest levels of manufacturing excellence.

We are also proud of our dedication to the development of Jamaica through our consistent investment in our communities. Our involvement in educational and social development, including providing assistance to the less fortunate and Ambassadorial Programmes, recognize outstanding Jamaican teachers, police and nurses each year.

CAPITAL MARKET EQUITY FINANCING

The JMEA continues to explore innovative and effective means of satisfying and adding value for its more than 500 member companies. With access to capital arguably the main hindrance to growth for many promising Jamaican companies, in March 2022, the JMEA inked a partnership with the Jamaica Stock Exchange (JSE) to tap into equity financing by listing thirty (30) to fifty (50) member companies on the Junior Market within two years. While this is ambitious, the goal set out in the National Five-Year Manufacturing Growth Strategy, where the manufacturing output contribution of J$81 billion to GDP by December 2025, requires such bold and aggressive steps to bring about any real change in the sector, and ultimately to see any sustained growth in GDP.

The JSE is among the best performing stock exchanges in the world ranking number one by Bloomberg Business in 2018 after boasting a market rally of over 233% in that same year. At the end of 2021, a total

of 95 companies were listed across all five markets of the JSE, with a total market capitalization or the total value of shares on the JSE Main and Junior Markets amounting to US$12.07 billion or J$1.87 trillion.

Listing on the JSE is one of the most lucrative means of securing much-needed capital for growth and expansion for many small and medium-sized enterprises, as investors have demonstrated a strong appetite and high confidence in the stock market. Since 2022, all Initial Public Offers (IPOs) brought to the market have been significantly oversubscribed. For instance, JMEA member Spur Tree Spices Jamaica, made history as the first company listed on the Junior Market in 2022. The company offer of approximately 335.4M shares at a price of $1.00 per share was oversubscribed by 300% and had 4,794 shareholders in the process.

The positioning of member companies for growth and success remains the core of the JMEA’s mandate. Since signing the MOU, the Association has identified

member companies that are best poised to take advantage of the existing liquidity in the market. Through partnerships with key experts –brokers, auditors, and lawyers etc., the JMEA is creating an incubator to provide technical support to prospective listers. The manufacturing industry presents real growth prospective; it is expected that companies will be oversubscribed like all the others listed on the JSE before them, and

the newfound capital injection will be game changing for companies, enabling them to expand at a pace in line with their growth potential.

President John Mahfood, a major champion for getting companies listed on the JSE, continues to share his successful experience with Jamaican Teas Limited. Listed in July 2010, Jamaican Teas raised over J$92 million on the market through the issue, subscription, and sale of approximately 27.3M shares at a price of $3.37. A decade after listing, Jamaican Teas now has J$4 billion in assets which Mr. Mahfood credits to the expansion of the company to the capital, exposure and incentives received from being listed on the Junior Market.

The JMEA President believes that the JSE represents the best source for the level of funding companies require to aggressively expand and penetrate export markets. It is an exciting time for the JMEA and the JSE! We look forward to seeing the many IPOs of member companies as they make their stock market debut and skyrocket their companies to the next level.

Through partnerships with key experts , the JMEA is creating an incubator to provide technical support to prospective listers.

for JAMAICA through

EXPORT-LEAD

By: Dr. Andre Gordon

Jamaica is an exceptional country with exceptional products and services that are in demand the world over and which, collectively, can bring the kind of economic development and prosperity, with equity, that can see crime and violence, substandard health care, poor infrastructure, inadequate housing and an underperforming education sector become things of the past. Properly developed and nurtured, Jamaica’s economy can deliver the kind of livelihoods that would see our healthcare and education professionals, scientists, innovators and others being able to choose to stay in Jamaica and enjoy an exceptional quality of life. For this to happen, however, we need to take stock of where we are, what we have done wrong and make a significant course-correction to put the country on a path that will make the above scenario a reality. This is the essence of the discussion that follows, one in which we will look at the options before us, what the data says, what we have chosen to do and what the outcomes can be, if we choose differently.

Jamaican exports enjoyed a period of significant growth in the 1960’s, 1980’s and again saw better than average performance in the latter part of the 1990’s into the mid-2000’s. This was derailed by the financial crisis of 2007/2008, after which growth in total Jamaican exports had been spotty, at best (Figure 1). A review of our export performance based on STATIN data shows that, except for periods in 2012 and 2018 due, respectively, to non-traditional exports (NTEs) and bauxite/alumina exports (BAEs), sustained export growth has been anaemic, at best. In fact, in 2020, total domestic and non-traditional exports had both fallen to the levels below where they were in 2008 (Figure 1), a year of economic turmoil due to the global financial crisis. Figure 1 also shows that both NTEs and BAEs influence our total merchandise exports. This, however, does not give the full picture. Further examination of STATIN’s historical data will show that in 2021, the decline in alumina exports to US$387.7M drove total traditional exports lower but was off-set in the total export mix by a 31% increase in NTEs to $771.8M, buttressed by exports in refined petroleum products (RPP), mainly from Petrojam.

This trend has continued into 2022 with RPP jumping to US$414.25M as at June 2022, exceeding 50% of our total Merchandise Exports, thereby off-setting a 53.3% decline in bauxite/alumina exports (shown as Crude Materials, Table 1) and fuelling an increase in total exports to US$801M (to June 2022) as against US$783.2M for June 2021.

infrastructure, inadequate housing and an underperforming education sector become things of the past. Properly developed and nurtured, Jamaica’s economy can deliver the kind of livelihoods that would see our healthcare and education professional s, scientists, innovators and others being able to choose to stay in Jamaica and enjoy an exceptional quality of life. For this to happen, however, we need to take stock of where we are, what we have done wrong and make a significant course ut the country on a path that will make the above scenario a reality. This is the essence of the discussion that follows, one in which we will look at the options before us, what the data says, what we have chosen to do and what the outcomes can be, if we

is an exceptional country with exceptional products and services that are in demand world over and which, collectively, can bring the kind of economic development and prosperity, with equity, that can see crime and violence, substandard health care, poor infrastructure, inadequate housing and an underperforming education sector become things of past. Properly developed and nurtured, Jamaica’s economy can deliver the kind of livelihoods that would see our healthcare and education professional s, scientists, innovators others being able to choose to stay in Jamaica and enjoy an exceptional quality of life. For happen, however, we need to take stock of where we are, what we have done wrong and significant course ut the country on a path that will make the above a reality. This is the essence of the discussion that follows, one in which we will look options before us, what the data says, what we have chosen to do and what the outcomes if we choose differently.

Jamaica is an exceptional country with exceptional products and services that are in demand the world over and which, collectively, can bring the kind of economic development and prosperity, with equity, that can see crime and violence, substandard health care, poor infrastructure, inadequate housing and an underperforming education sector become things of the past. Properly developed and nurtured, Jamaica’s economy can deliver the kind of livelihoods that would see our healthcare and education professionals, scientists, innovators and others being able to choose to stay in Jamaica and enjoy an exceptional quality of life. For this to happen, however, we need to take stock of where we are, what we have done wrong and make a significant course ut the country on a path that will make the above scenario a reality. This is the essence of the discussion that follows, one in which we will look at the options before us, what the data says, what we have chosen to do and what the outcomes can be, if we

Figure 1 and Table 1 both should provide some cause for pause as we consider the complexity of Jamaica’s merchandise export mix and the implication of this for export policies and plans. The key takeaways will be discussed below after consideration of other important aspects of our export performance 2008-present.

A review of Figure 2 shows the performance of our NTEs as well as key export products and categories, including Mineral & Fuels, Total Food Exports, Sauces, Dairy Products (Egg exports are negligible), Ackees and Fish, Crustaceans and Molluscs. Two important conclusions should be evident from this STATIN-derived data over the period 2008-2020: a) Total NTE mirrored the export performance of Mineral, Fuels, Etc. and b) Total Food Exports have consistently been growing since 2008 and this has been influenced by the export performance in the categories chosen (among others), all of which have shown growth of over 80%. This has continued through 2021 into 2022, despite the pandemic.

Led Growth

Figure 1 Total Domestic and Non-Traditional Exports and Exports from The Mining (Bauxite/Alumina) Sector

Total Food Exports have consistently been growing since 2008.

Table 1. Total Merchandise Exports from Jamaica, June 2022 v. June 2021

It is important to note that of the sectors highlighted, products in the food category benefitted from a carefully designed series of internationally funded programmes implemented by the JEA, starting with a World Bank direct funding programme for exports and continuing with the Small Business Export Development Programme (SBED), the BizTech Programme both funded by USAID. In between, the Jamaica Ackee Task Force Project and, subsequently, the Jamaica Business Recovery Programme (JBRP) (discussed below) helped to transform the sectors. It is the benefits of these programmes done by the JEA in the late 1990’s and continued up to late 2008, along with other efforts by JAMPRO, that are driving the sustained export growth being seen.

Key takeaways are that 1) Jamaica’s food exports are extremely resilient to the vagaries of global events and remain in high demand 2) clearly, demand for our foods as a whole, is still underserved 3) despite the performance of food and other exports, Jamaica’s NTE performance is dependent on Refined Petroleum Products (RPP) made largely by Petrojam (listed as Mineral, Fuels, Etc.). These, as well as the previously presented data showing a

well-known dependence of bauxite/alumina exports, suggest that careful consideration is needed as regards the structure of our export mix, policy decisions being taken and our export trajectory in the future. The data suggest that not having focussed strategies targeted to specific sub-sectors could be inimical to their long-term growth. Further, taking

Jamaica’s food exports are extremely resilient to the vagaries of global events and remain in high demand.

have consistently been growing since 2008 and this has been influenced by the export performance in the categories chosen (among others), all of which have shown growth of over 80%. This has continued through 2021 into 2022, despite the pandemic

have consistently been growing since 2008 and this has been influenced by the export performance in the categories chosen (among others), all of which have shown growth of over 80%. This has continued through 2021 into 2022, despite the pandemic

have consistently been growing since 2008 and this has been influenced by the export performance in the categories chosen (among others), all of which have shown growth of over 80%. This has continued through 2021 into 2022, despite the pandemic

without a suitable replacement, would impair our NTE earnings at a time when BAE are also declining. This suggests the need to carefully re-examine our energy policy and the role of Petrojam within it, particularly in the context of its importance to our Non-Traditional Export (NTE) mix and total earnings from Merchandise Exports.

Figure 2. Total Non-Traditional Exports & Exports from Food and Other Key Elected Categories of Products

Trends in Service Exports

Most Jamaicans are not fully cognizant of the products and services on which Jamaica depends for its export earnings. As a result, the importance and nature of our service exports is misunderstood. They include exports consumed locally (tourism and hospitality services, travel (by air)), business process outsourcing (BPO), and exports from the cultural industries (entertainment, visual and performing arts, sports, etc.), professional services, among others. As has been the case for Merchandise exports, Jamaica’s exports in the area of services have also grown steadily over the last 10 years. However, Jamaica service exports were between US$2.06 billion (Tradingeconomics.com) and US$2,092 million (knoema.com) in 2020, down from US$4,337 million in 2019, the highest year on record so far, largely as a result of the global COVID-19 pandemic. While the data are not yet available, indications are that our service exports, which are typically between 2 to 3 times our merchandise exports, are recovering well in 2022 and are expected to approach or surpass 2019 levels by year end.

In summary, Jamaica’s export mix gives it the basis on which to significantly expand and drive sustained growth in export earnings.

What is needed now is a carefully crafted, implementation and deliverable-oriented National Export Strategy that is based on well-designed programmes to be implemented by entities with a proven track record in doing so. This being the case, where are we now as a country in our approach to exports?

The Current Realities

The truism “Those who fail to learn from history are doomed to repeat it,” which has been attributed to Winston Churchill, seems quite apt for the way Jamaica has approached the issue of economic growth over the years. There are those

who posit that the deafening silence with which the highest levels of our government have presided over the organized chaos that characterizes the only processes that Jamaica exporters have to get their goods out of the country, speaks volumes of the seemingly low esteem in which exports are held. And this is not of recent vintage. Successive governments have, over many years, failed to “learn from history” and have tied Jamaica’s development future to a debt-propelled economic model, described by Professor Donald Harris in his seminal lectures to the Jamaica Chamber of Commerce’s First National Economic Forum on “Economic Growth Agenda” held in Kingston on Octo-

Most Jamaicans are not fully cognizant of the products and services on which Jamaica depends for its export earnings.

ber 13 and 14, 2009. This lecture, which was subsequently serialized in the Daily Gleaner and then published by SALISES in 2010, was entitled “The Debt-propelled economy: failed economic strategy”. Against this background, it is clear that we are not in a good place. It was refreshing, therefore, to hear our new Minister of Industry, Investments and Commerce, Senator Aubyn Hill, forcefully articulate a view that export-led growth is the only viable way for the Jamaican economy to attain sustainable growth. He has joined the current and previous JMEA presidents, Messers John Mahfood and Richard Pandohie, as well as JAMPRO’s previous Chairman, Don Wehby, in this regard. This highlights the importance of national leadership in the quest for sustained export-led growth.

In “Jamaica’s Export Economy: Towards a Strategy of Export Led Growth”, done for the JEA in 1997, Professor Donald Harris, who had been commissioned by the Government of Jamaica (GOJ) to research and develop a viable economic path forward, posited that export-led growth was the only viable course for Jamaica. He laid out the elements of this strategy with specific roles for individual exporters, business organizations (the JEA) and the GOJ, and also identified the role that technology would be required to play for the strategy to be successful. That strategy formed the basis of the programmes and actions of the JEA over the next ten or so years, with significant impact on export development and export growth. Unfortunately, the support required from the GOJ was not sustained in keeping with the proposals, and Jamaica has since deviated from this export-led growth path. The framework suggested and the approach proposed is still relevant today, and while dated, this work can still provide some useful insights as a lot of the positions articulated are still validated by current data.

Role of Private SectorDriven National Projects to Building NTE Over the Medium Term

A few years ago, the JMEA asked the Government of Jamaica (GOJ) to appoint an “Export Tzar”, very much in the vein that other countries that have been successful in driving exports have done. JAMPRO, the organization tasked with being the private sector’s partner in developing Jamaica’s export sector and which, itself is grossly underfunded, also joined in this call. The idea was to have someone with specific responsibility for driving export growth who had the authority from the highest level (Cabinet) to do whatever was required to make critical national export priorities a reality. The “Tzar’’ would cut across ministries and agencies and work collaboratively with the public and private sectors to align objectives, timelines, resources, etc. to achieve collective objectives. Unfortunately, the call was never heeded and Jamaica has paid the price in not performing anywhere near where the data suggested we could have in fulfilling unmet demand for our products and services around the globe.

The question may be asked “Could this really work?” “Has it been done before in Jamaica?” While space does not allow for me to detail all of the examples, the short answer is “Yes!” The initiation of the transformation of the agro-processing sector over the period 1999-2002 was done through the JEA-led Jamaica Ackee Task Force (mentioned above) involving multiple players from the Ministries of Industry and Commerce and Agriculture, exporters, USAID, the US Embassy, USDA and Bureau of Standards Jamaica. The transformation of the seafood industry in 1998/99, driven by the programme to get Jamaican Queen Conch (Strombus giga) and other

seafood back into Europe, involved transformation of the sector, promulgation of a new Act that was granted equivalence to the EU regulations and the application of new approaches and technologies for the production and verification of compliance of seafoods exported to the EU. This programme again involved the Ministry of Agriculture and the Veterinary Services Division, as well as the Ministry of Foreign Affairs and Foreign Trade, the JEA and industry players. In all of these cases, I had the honour to lead the task forces that implemented these programmes.

When Jamaica was hit by Hurricane Ivan in 2004, the JEA again stepped in to lead not only a rebuilding of the agricultural, fisheries and craft and giftware sectors, but a transformation for each through the application of appropriate technology that formed the basis of the sectors as we know them today. This was under the USAID’s global “Project of the Year” for 2006, the Jamaica Business Recovery Project on which the local lead was Dr. Beverly Morgan of The Competitiveness Company and the JEA. In between these were the USAID funded SBED and BizTech programmes, all targeting the agro-processing sector, among others. Some people will remember the transformation of Jamaica’s garment industry to become a US$500M per annum sector in the 1980’s through programmes led by Ambassador Peter King. Before that, the late, great Winston Stona was instrumental in building a Jamaican garment industry through the Jamaica Fashion Guild in the 1960’s and 1970’s. Many will also recall the transformation of economic prospects, transportation times and national life through the highway building projects in the 1990 to 2000’s led by Mr. Kingsley Thomas. The question, therefore, is not whether we have examples of exemplary leadership that is able to deliver transformative results for the nation from which we will ben-

efit for years to come, it is whether collectively, we think it is important enough and believe enough in ourselves to insist that our leaders, both public and private, make it happen.

Can you imagine what would happen if all of the productive sectors for which data has been presented earlier were back by a sector-specific export strategy, funded collectively by the private sector and the GOJ, through the respective ministries? What do you think would be the outcome if any one of our exemplary leaders were given the authority, the budget and the support of the entire government (including the opposition) to drive export growth, based on a practical National Export Strategy, with sector-specific plans and programmes? What has happened in the past when any significant national coalescence around an urgent national imperative, spearheaded by enlightened, practical, committed, inclusive leadership that is willing to get their hands dirty doing the work required has been attempted?

Can you imagine what would happen to our services exports in the areas of the performing arts, music, sports and culture (the “creative” industries), if the tremendous work done by private individuals (L’Acadco, NDTC, MVP/Racers, our musical ambassadors, Sean Salter, Walters Productions, and many others) had really organized, policy driven support, back by serious budgetary allocation. And what if this were tied into our education system and supported by appropriate science and technology that each of the potentially billion-dollar export earning industries in the services sector have? Where would we be in ten (10) years?

These are the questions that we need to ask our leaders if they are serious, as they say they are, about national development. The evidence is clear: with thoughtful,

strategy-based leadership of a programme of export-led growth, properly resourced and supported as required by appropriate scientific research transformed to technology, Jamaica will significantly enhance the contribution of exports to achieving its national development goals.

Conclusion

Based on the foregoing, it should be clear that it is not a question of “if” Jamaica can achieve sustained, equitable export-led growth; we have the knowledge, skills, expertise and experience right here, at least for the time being. The question is “Do we have the political will?” “Do we believe in our ability to solve our own problems and create our own future prosperity?” Or do we expect that if we continue to do the same thing we have been doing for decades, we will suddenly get another outcome?

The good news is that chorus of voices is growing and more persons are realizing that exports are the only solution to Jamaica’s problems of lack of sustainable growth and prosperity. Minister Hill has articulated his understanding of the opportunity we have. We now expect that his conviction will be shared by his colleagues in government and that they will finally finance a well-funded programme to make an export-led growth strategy a reality for Jamaica, thereby securing a sustainably prosperous future for us all.

Dr. André Gordon has written and worked extensively in the area of trade and exports across the Caribbean and elsewhere and has been involved in crafting and implementing National Export policies and programmes in the Caribbean for the last 20 years.

Local

There is a sense of renewal in the manufacturing and exporting industry. Before the onset of the pandemic in March 2020, Jamaica had experienced nineteen (19) quarters of consecutive, albeit anemic growth–ending the 2019 fiscal year with a 0.7 per cent growth rate. The manufacturing industry recorded a 4.9 per cent growth in the last quarter of 2019. This has been the longest period of overall consecutive growth in the economy since the country started quarterly reports in 1997, according to the Ministry of Finance and Public Service.

In the last few years, manufacturers not only strived to stay afloat, but remain competitive and even demonstrate their aggression –or simply put, bullish! After years of little growth, or the so-called lackluster approach of local manufacturers due to low confidence, things have now taken a full about-turn. Recently, several local manufactures have announced major acquisitions, mergers and expansions that are nothing short of showing an industry ready for rapid growth.

Seprod earned revenues of $27.81 billion in the second quarter of 2022

SEPROD

Seprod Limited is one such manufacturer pursuing a bullish growth agenda. The company which began its journey in the coconut industry, has grown to be a regional manufacturer and distributor of worldclass food products, premium beverages, and other items including pharmaceuticals and housewares. The manufacturing giant recounted the tough decisions its management was faced with to navigate and survive the challenges encountered within recent years. For example, there was an increase in food prices globally, however the company decided it would not pass on those increases to their customers. Lead Business Development Manager at Seprod, Amanda Watson, shared that a reduction in profit margin was recorded, “the cost of doing business skyrocketed. We had to compete with higher transportation and energy costs, but understandably our growth will not always be linear, there will be times when we will have to accept reduced performance, but as long as the fundamentals are strong and we are executing our strategic plan, then we have a high degree of confidence that we will meet our targets.”

With vigour and a focused approach, Seprod has moved full speed ahead on its expansion journey with the acquisition of AS Bryden & Sons of Trinidad & Tobago which was finalized in June, 2022. This

timely acquisition in a period of business uncertainty speaks to the magnitude of Seprod’s footprint and their impact in the Caribbean. Such a powerful move will be beneficial in creating value-added synergies.

According to the Interim Report on JSE’s website, Seprod earned revenues of $27.81 billion in the second quarter of 2022, representing an increase of $7.98 billion, over the corresponding period in 2021. The company recorded a $1.58 billion net profit during the period, mainly credited to its acquisition of the Trinidadian company. The acquisition has positioned the manufacturing giant to double its revenue base through existing market shares of the acquired company in Guyana, Barbados, and Trinidad and Tobago. Moving forward combined revenues are projected to be in excess of US$500 million.

Richard Pandohie, CEO of Seprod, has set a target to further grow Seprod’s manufacturing output for all goods to 30% by 2025 as it looks to further expansion into the regional markets.

Seprod’s bullish manufacturing thrust has not gone unnoticed. The company was recently recognized at the 2022 JMEA Manufacturing and Exporter Awards Gala with the Prime Minister’s Award for Large Champion Exporter Manufacturing, and the Governor General’s Award for Manufacturing .

Talent Acquisition Strategy

A Remedy for the Labour Shortage in the Manufacturing Industry

Contributed by: Shameilla Moses

In the post-pandemic era, economies are slowly recovering as consumer spending increases and manufacturing companies are taking steps to accelerate production to pre-pandemic levels. However, amidst the myriad of issues hindering the global economic recovery, labour market challenges have intensified. The 2030 Agenda for the United Nations (UN) Sustainable Development Goals (SDGs) hinges poverty eradication (SDG 1) in large part, on the number and quality of jobs available and recognizes the linkages to sustained and inclusive economic growth. With the emergence of concepts such as the ‘Internet of Things’ and ‘Big Data’, along with the constant technological innovations, the manufacturing industry has become more agile and dynamic, and continues to play a critical role in the economies of developing countries. On the road to recovery, companies must employ creative talent acquisition strategies to remedy the ‘skills gap’.

A labour shortage occurs when there are available job openings but there is limited supply of qualified, available and willing workers. It is important to note, that the UN projected the global population would reach 8 billion by November 15, 2022 and peak at 10.4 billion by the 2080s. However, studies have shown that there will be an estimated shortage of 85 million workers globally by 2030. The pandemic has intensified these issues and created more challenges to attract and retain talent. This deficiency has predominantly impacted the logistics, health-care and manufacturing industries.

The causes of labour shortages can vary across industries, types of jobs and locations. However, there are some common factors that contribute to the current labour shortage in the manufacturing industry. These include: low wages; lack of diversity; negative perception of the industry; aging workers with industry skills and knowledge; career and industry shifts; and higher demand for tech-related skills with increased automation of tasks. As a result of the pandemic, other concerns, such as workplace safety and mental health

challenges, intensified the labour shortage issues and spurred a desire for flexibile work arrangements, which is not practical depending on the nature of employment. Additionally, there is growing concern that as inflation increases, prices and wages will also increase, further impeding economic recovery.

Amidst these growing concerns, manufacturers must continue to innovate and improve their systems in order to remain competitive and grow their businesses. How then, can they overcome the labour shortages facing the industry? One way this can be done is through the development of a talent acquisition strategy which is a long-term plan to attract and retain top-tier talent that aligns with the company’s goals.

Here are a few talent acquisition strategies to address labour shortage challenges:

employee training

inexperienced workers (27 % of Jamaicans are out side of the labour force).

Revise compensation and benefits packages.

Apprenticeship Fairs and Workshops.

Flexible

staffing solutions utilizing contingent and temporary workers

with universities and training institutions to identify recruits and develop training programmes.

employee engagement to increase employee retention.

in smart HR technology to improve workforce management and recruitment processes

PARTNER ENHANCED INVEST UTILIZE

talent analytics to assess the current workforce and plan for future talent needs

Currently, there is a very high demand for the following skills in the manufacturing industry: machine operators, assembly line workers, welders, electricians and Computer Numerical Control (CNC) mechanics and engineers. It is also projected that there will be a significant increase in demand for a new set of skills in the future with the influx of automation and advanced technologies. This reality makes it even more paramount for companies to develop a structured talent acquisition strategy to align their recruitment process with their growth strategies as they navigate a very competitive landscape.

It is projected that there will be a significant increase in demand for a new set of skills in the future with the influx of automation and advanced technologies.

We are a Creative Marketing and Branding Agency specializing in large format printing and custom

fabrication. We design, produce, and print custom banners, and are among only a few printers that can print a continuous 10+ feet in high resolution colour on the island. We use from self-adhesive vinyl to high gloss, matte and perforated banners. We fabricate signs, booths, and retail displays from a variety of substrates like acrylic, wood, PVC, and metal.

Our aim is to produce the highest quality results as per our clients’ requests. We o er the best options to suit our clients’ particular needs in a competitive environment and in the most e cient timing. Our mission is to be the benchmark printing and fabrication company in Jamaica and regionally by consistently providing our customers with high quality printing combined with exceptional custom fabrication.

Our team of artisans are dependable and accountable.

Our mantra is to “get it right the first time”. There is no project too small or big for us to tackle. We have a passion for production and bringing ideas to life. We will carefully cra all aspects of your project, paying keen attention to details and ensuring all deliverables are met. Whether outdoor or indoor branding, long term or temporary use, we will ensure the best quality and service. As a printery and signage service provider, our designers will do an amazing job tailored to your expectations. We have acquired top notch machinery with state-of-the-art technology to ensure high-quality results from the design to the fabrication of lit and non-lit signs, banners, retail displays, booths, vehicle wraps, POP production, window/door graphics and much more. Our clients are at the heart of everything we do, and we have remained fully committed to providing service that exceeds all their expectations. Our unmatched reputation has solidified us as a top tier team across the region. Due to the amazing results we have delivered to our clients, we are recognized as an Award-Winning Creative Marketing and Branding Agency with several coveted international awards for quality and best enterprise in the region. Black Ink Images and Signs Limited are recent winners of the Productivity Innovator Award for 2022 by the Jamaica Productivity Center, and nominated by the JMEA for an award in the category of Productivity and Competitiveness.

As a printery and signage service provider, our designers will do an amazing job tailored to your expectations.

The Wonderful World of

Since its inception, Seprod Limited has been committed to growing our company through manufacturing, export and innovation to ensure that Jamaica’s people have access to nutritious and safe food options. Now, with close to 3000 employees across the region, Seprod has grown exponentially and is today a US$500m company making us one of the leading food manufacturing, distribution, and export companies in the Caribbean.

We have invested heavily in state-of-the-art equipment to increase efficiency, our manufacturing facilities are certified and continually upgraded to increase capacity and all our products are backed by established quality control processes. A household name, Seprod has produced some of Jamaica’s most iconic brands such as Serge, Betty, Butterkist, Pronto, Chiffon and Gold Seal and the Miracle line of products among others. With a history spanning over 82 years, Seprod has never decoupled its growth or development from the Jamaican society.

Seprod has three business pillars: Ingredients, Dairy and Distribution. In each of these areas, we strive to

build brands that can compete in Jamaica and abroad and will deliver, through focus and scale, sustainable profit growth and improved return on equity.

OUR COMPANIES

Serge Island Farms Limited is the largest dairy farm in Jamaica. It sits on over two thousand acres of lush pastures and is home to over 2,000 cows. This allows us to produce over 7 million liters of fresh, Grade A milk annually and play our part in nourishing our nation.

Caribbean Products Company Limited is a manufacturer of oils and fats, including the unmistakable Chiffon and Lider brands.

At Jamaica Grain and Cereals Limited, we manufacture various grain and wheat products for the industrial and retail universe including the production of Gold Seal counter flour, baking flour, whole wheat flour and all-purpose flour.

Serge Dairies, located in Bog Walk, St. Catherine, has what is possibly the most advanced Tetra-pack-

aging facility on the island, which produces the well-known brands, Supligen, Delite, Serge and many other juices.

International Biscuits Limited produces the beloved Butterkist biscuits and our blossoming line of Cheese snacks while, through Industrial Sales Limited, we distribute Seprod manufactured goods, as well as a wide range of consumer items, primarily under the Miracle brand.

With Facey Commodities, a leading distributor of consumer and pharmaceutical products in Jamaica and Trinidad, we maintain a proven track record for longstanding and deep relationships with leading multinational brands and finally, earlier in 2022, we acquired the 100-year-old Trinidad & Tobago company, A.S. Bryden & Sons Holdings, adding premium beverage, hardware and an expanded portfolio of their manufactured brands which will now further our extensive market reach.

OUR MISSION AND COMMITMENT

Our mission at Seprod remains the same. To provide sufficient quantities of good quality products at reasonable prices to our customers, while maintaining a good return on investment to our shareholders. We have provided our employees with reasonable remuneration and opportunities for personal development and job satisfaction, all while performing the role of a good corporate citizen and contributing to the public welfare.

We promise to focus on growth by continuing to capitalize on acquisition opportunities and partnerships, locally and internationally, that will enhance our value all while attracting and investing in talented people.

We applaud and express our appreciation to our employees, shareholders, customers and consumers for their loyalty throughout the years. You, our Seprod family, motivate us to do our best, provide the best, and be the best!

Jamaican m anufacturers

TO REDUCE ENERGY COST

Contributed By: JERA

wo Kingston-based manufacturers are the latest examples of Jamaican businesses harnessing the power of the sun to save on energy costs.

Jamaica Macaroni Factory, a manufacturer of pasta and macaroni and cheese products, is installing a 100 kilowatts peak (kWp) grid-tied photovoltaic (PV) system that is set to be commissioned in early November 2022. Pings Distributors, a supplier of fabrics and manufacturer of foods including syrups, vinegars, flavoring extracts, wines, and cooking oils, will soon install a 23.4 kWp grid-tied system for their syrup

factory, and a 43.2 kWp grid-tied system for their warehouse.

In each case, the clean electricity generated from the on-site PV system is expected to reduce operating costs while generating significant savings over the system’s expected 25-year-plus life.

The two PV projects are the results of an ongoing collaboration between the Jamaica Manufacturers and Exporters Association (JMEA) and the Strengthening Energy Sector Resilience in Jamaica program (SESR-Jamaica). SESR-Jamaica is a collaborative effort between the United States Agency for International Development (USAID) and the Jamaica Energy Resilience Alliance (JERA)* aimed at improv-

ing resilience in Jamaica’s energy sector by facilitating the adoption of distributed PV and battery storage. As part of this ongoing effort, JERA is offering Jamaican businesses free third-party expertise to navigate the PV and storage installation process. While Jamaica Macaroni and Pings Distributors are the first to secure PV projects under SESR-Jamaica program, JERA is currently supporting dozens of other Jamaican businesses in exploring and acquiring solar PV solutions.

Additionally, JERA is conducting market development activities aimed at addressing two key barriers to PV adoption faced by Jamaican businesses: difficulties in accessing financing and identifying qualified PV and storage installers.

To support businesses in identifying qualified installers, JERA conducted an initial screening of local and regional installers to ensure they have the minimum qualifications and meet quality standards to serve participant businesses under the SESR program. Additionally, JERA is delivering trainings to 41 local installers to expand the pool of internationally certified PV professionals in Jamaica. The PV installer training included 58 hours of advanced PV training and 10 hours of Occupational Safety and Health Administration (OSHA) training. Participants are currently in the process of registering

JERA is delivering trainings to 41 local installers to expand the pool of internationally certified PV professionals.

for the North American Board of Energy Practitioners (NABCEP) certification exam.

Finally, JERA is working directly with local, regional, and international financial institutions to help improve access to PV and storage financing for Jamaican businesses. Last month JERA and the Development Bank of Jamaica (DBJ) hosted professionals from 18 financial institutions at a two-day Solar Financing Seminar to discuss challenges in the Jamaican PV financing market and opportunities to overcome those challenges through innovative financing mechanisms.

Across these efforts, JMEA has played a central role in continuing to raise awareness and bring JERA’s services to its members. SESR-Jamaica is currently scheduled to run until December 2023, so businesses interested in participating and receiving free PV consultation should sign up soon at www.cadmusgroup.com/go-solar/.

*JERA is led by The Cadmus Group LLC (Cadmus), an international consultancy focusing on energy, climate change, water, transportation, and emergency preparedness. JERA’s other members are Green Solutions International (GSI), Jamaica Hotel and Tourist Association (JHTA), LASCO, RMI, the University of the West Indies (UWI), Wigton Windfarm Ltd., WRB Energy, and Xergy Energy.

With support from the United States Agency for International Development (USAID), the Jamaica Energy Resilience Alliance (JERA) provides one-on-one support to help Jamaican businesses:

Understand how solar photovoltaic (PV) systems, including with battery storage (PV+), can benefit them. Navigate the regulatory and installation processes.

Access financing from PV+ developer partners to reduce electricity costs and green their operations with clean energy. Strengthen power resilience sustainably.

“Strengthening Energy Sector Resilience in Jamaica” is a three-year programme co-funded by USAID and JERA. Visit the JERA website at cadmusgroup.com/cp/jamaicaenergy for more information.

Click Here to Learn More & Sign Up

Benefits Of Membership with the ADVOCACY

ACCESS TO FINANCE

Representation made to Government on matters impacting manufacturers and exporters. Several major incentives have been achieved including duty-free imports of raw materials, equipment, etc.

FEDEX DISCOUNT

MARKET RESEARCH & EXPORT

This is through partnerships with the financial sector, private equity schemes and grant funding.

CONNECTS DISCOUNT

$$$ $$$ $$$

Allows members of the Association to access a minimum 40% and maximum 50% discount on FedEx services for importing and exporting goods.

STANDARDS & QUALITY

Assistance with acquiring and implementing required local and international standards through JMEA’s partnership with the Bureau of Standards Jamaica (BSJ). Members receive a 20 - 25% discount.

Allows members of the Association to receive up to a 70% discount on the CONNECTS platform which gives access to hundreds of thousands of distributors and buyers across the world.

Research and preparation of market profiles to assist with penetrating and securing new markets as well as services that assist our members with navigating the export landscape.

CARIBBEAN AIRLINES DISCOUNT

Allow Members of the Association to receive up to an 8% discount on perishable cargo and up to 10% on non-perishable/ general cargo.

BUSINESS DEVELOPMENT

This includes capacity building through the Voucher for Technical Assistance Programme (VTA) in partnership with the Development Bank of Jamaica (DBJ).

CAPACITY BUIDLING

This is obtained through regular internal and external seminars and workshops.

TRADE OPPORTUNITIES

The provision of several platforms to promote members’ products locally and overseas including our flagship biennial events, Expo Jamaica and Jamaica International Expo (JIE), the Buy Jamaican… Build Jamaica Campaign and trade missions.

MENTORSHIP LINKAGES

The provision of mentorship coaching for micro, small and medium-sized businesses.

Tourism and distributive trade networking and business opportunities through linkage events and partnerships, for e.g., Speed Networking and Christmas in July.

I NCENTIVES

$$$

Assistance with acquiring manufacturing and agricultural incentives.

ADVERTISING OPPORTUNITIES

Advertising through our email blast, newspaper supplement, newsletter, website, social media pages, year planner and other activities.

INDUSTRY INFORMATION BUSINESS OPERATIONS

Information provided on industry events and trends through emails, bulletins, membership meetings and research papers.

Guidance on starting and operating a manu facturing and or export business.