The JMEA National Exporters' Month E-Magazine 2021

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doubtedly, this year’s theme “Building a Sustainable Future Through Exports” aptly captures the mandate within which many businesses are forced to operate due to the unprecedented economic and social impact of the COVID-19 pandemic.

A MESSAGE FROM

THE GOVERNOR GENERAL

This experience has not only served to highlight the susceptibility and challenges faced by many Jamaican businesses, but it has also re-emphasised the pivotal role that manufacturers and exporters of goods and services will play in helping to rebuild Jamaica’s economy. The unfavourable prevailing economic conditions have also served as a catalyst for all industry players to think outside of the box in all spheres of life, embrace new and developing markets and position themselves and their companies to succeed.

importantly it offers a golden opportunity for new and established enterprises to reorganize, re-energise and re-engage with key stakeholders in the industry in order to position ‘Brand Jamaica’ as a force to be reckoned with in the local and international marketplace.

I applaud the commitment and efforts of the JMEA and its members, and trust that Exporters’ Month 2021 will be a source of inspiration for all.

The sky’s the limit when we work together!

His Excellency The Most Honourable Sir Patrick Allen

True to form, the JMEA remains steadfast in its vision to promote the development of the manufacturing and export secON, GCMG, CD, KSt.J tors in Jamaica. Despite the challenges My heartiest congratulations to the presented by the pandemic, Exporters’ Jamaica Manufacturers and Exporters Month 2021 provides a timely opportuAssociation (JMEA) on the launch of its nity for the association to showcase the National Exporters’ Month 2021. Un- strides made since its inception, but more sociation (JMEA) on the 2021 staging of National Exporters’ Month (NEM) which focuses on “Building a Sustainable Future Through Exports”.

Economic Diplomacy Programme (EDP), is committed to collaborating with the JMEA to build Brand Jamaica through export promotion. Our representatives overseas are pursuing avenues for marWe commend the JMEA for its contin- ket expansion and for attracting quality ued support and significant contribution investments to Jamaica. We value the to the growth and sustainability of the partnership with JMEA and other stakeJamaican economy, noting that in 2018, holders as together we can attain JamaiJamaica’s domestic exports reached a ca’s goal of achieving prosperity for all.

10-year high of approximately USD 1.9 billion.

The Ministry wishes you every success as you continue to build Jamaica.

Admittedly, the past year has been challenging to the sector, due to the global pandemic. The disruptions to businesses, including the trade in goods and services, A MESSAGE FROM have had untold effects on lives and livelihoods. The JMEA, nevertheless, has THE MINISTER OF maintained its focus and optimism, as it FOREIGN AFFAIRS to ensure that Jamaica’s manufacAND FOREIGN TRADE works turing and export sectors are responsive to the dynamic, complex and evolving Senator The Honourable global economy. We welcome your Kamina Johnson Smith commitment to seize opportunities for growth and development, applying the The Ministry of Foreign Affairs and For- abundance of creativity and innovation eign Trade (MFAFT) congratulates the which exists among your membership.

Jamaica Manufacturers and Exporters As- The Jamaican Foreign Ministry, under its

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steps. The fact remains that for a small open economy like ours with a heavy dependence on Service and additionally a high import versus export bill, one of the immediate priorities must be economic diversification. Exports are integral in this process.

A MESSAGE FROM

THE PRESIDENT OF THE JMEA

Richard Pandohie As we look to recover from covid-19 with the aim of fortifying our efforts to build back stronger and protect lives and livelihoods, we must place greater emphasis on improving the exporting capabilities of our Nation, which will play a significant role in our growth recovery. The theme for this National Exporters’ Month clearly outlines what the goal is, ‘Building A Sustainable Future Through Exports’. This is a longstanding target that will surpass this period as it will require time and application of significant collaborative and coordinated effort to make the necessary

decision to complete the process of Jamaica’s accession to the Madrid Protocol is also a welcomed move that we have been championing for the past decade.

This signifies great possibilities for Jamaican exports as we will now have access to a cost-effective single application system that allows for greater market Understandably, given the economic access and protection against brand ininstability, exports in certain categories fringements. Furthermore, other active have experienced a downturn. Never- steps such as the strengthening of stratheless, in certain areas there have been tegic bilateral trading partnerships are increases specifically in exports of Food a critical element for improving exports. and Beverages that recorded a 24.5 per The recent Private Sector engagement on cent increase (US$27.2 million) for the the CARIFORUM-UK Economic Partnerperiod of January 2021 in comparison ship Agreement (EPA) is an example of to January 2020; with products such a timely opportunity for us to capitalize as Sauces, Rum, Fish and Fish Products on with the expectation of regaining and highlighted as main contributors. There improving market share for Jamaican exexist great possibilities in other areas ports in the UK region. that also deserve to be explored such as the Agro-processing Sector as there is a The resilience of the Jamaican people distinct demand for healthier and more and many businesses in this past year natural based products. cannot be denied, however, we must now transition from survival to recovery. As At the JMEA, we have long recognized we settle into recovery mode, competthe important role exports play as a driver ing against countries with advanced proof economic growth and have continued ductive systems and economies of scale, the task of advocating on behalf of the we must maximize all our competitive sector. Recently we have signed a Mem- advantages and challenge ourselves to orandum of Understanding (MoU) with rise beyond simply returning to a state the Agro-Investment Corporation (AIC) of normalcy and instead emerge with which will seek to boost the quality of foresight and momentum that will build agro-based raw materials for our man- a more sustainable, equitable and stronufacturers and foster improved linkages ger Jamaica. for our farmers. This is a vital move as the Agro-processing Sector has the potential I wish for us continued vision, resilience, to boost Jamaica’s exports to the rest of and unity as we move forward. the world creating higher value-added growth. Additionally, the Government’s Happy National Exporters’ Month!

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Trade Remedies:

Helping to Build Sustainable Export Growth

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Contributed by: Anti-Dumping & Subsidies Commission

he Anti-dumping and Subsidies Commission (ADSC or Commission) is the agency of the Ministry of Industry, Investment and Commerce with responsibility for administering Jamaica’s Trade Remedies legislation. The Commission is a strategic trade policy response by the Government of Jamaica to the critical need to assist domestic producers of goods in Jamaica as they face the pressures of globalisation and related risks of unfair competition from some imports. The ADSC also helps exporters that may be the subject of trade remedy actions in external markets.

Understanding Trade Remedies helps producers to defend their home market.

Trade Remedies are trade defense instruments agreed upon

by World Trade Organisation (WTO) members that allow measures, typically duties, to be applied to imports that are causing injury to the members’ domestic industry. The Commission administers these Trade Remedies: (i) anti-dumping duties to counteract dumping; (ii) countervailing duties to

Continued on Page 9

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TRADE REMEDIES Continued from Page 6

counteract subsidization; and (iii) safeguard measures to counteract sudden increases in import volumes.

Understanding Trade Remedies helps producers to defend their home markets and aids exporters to effectively compete in the global marketplace. To forge a robust and sustainable export strategy, adequate research on potential export markets is critical. Market intelligence that reveals who the competitors are, customer product preferences, market supply and demand, and knowledge of Jamaica’s network of trade agreements and their benefits are necessary components in charting a course to export growth and resilience. Some of this information is typically gathered for trade remedy investigations and can be found using the same processes as well as in the record and in the investigation reports of investigating authorities in potential export markets.

The trade enforcement activities by foreign governments, particularly in the use of antidumping and countervailing (anti-subsidy) measures may create threats and opportunities for producers in and exporters from Jamaica. The Commission researches the activities of other trade remedies authorities with a view to identifying potential threats to local producers resulting from trade diversion and opportunities due to supply disruptions, and the consequent supply gap. The Commission offers a unique lens through which to observe and identify opportunities for Jamaican products in overseas markets. Careful navigation of these overseas markets through the engagement of overseas connections, can lead to expansion of sales in relevant markets and foster growth in profits for the Jamaican exporter.

The Commission is committed to assisting our exporters to defend their place in the Jamaican marketplace as a strong foundation from which to also penetrate markets abroad.

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Accelerating Export Delivery Times Contributed by: Caribbean Airlines Cargo

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perating at the speed of flight, air transportation ensures the prompt delivery of goods to customers around the world. Over the past year, the swiftness and efficiency of the air cargo industry have been critical in the fight against the Covid-19 pandemic. The industry has played a pivotal role in transporting life-saving medical and humanitarian supplies. Short shipping times make air transport well-suited for moving temperature and time sensitive items such as fresh, baked and frozen foods, live animals, samples, documents and machinery in urgent need of repair.

Shipping via air enables you to transport your products to thousands of cities throughout the world faster than other modes of transportation. Many air cargo carriers have expansive networks including alliances with interline partners, trucking service providers and general sales and service agents (GSSAs), allowing you to ship to destinations your cargo airline may not serve directly.

This means that your air cargo carrier can connect your business to top markets globally on all continents, including North America, Asia, Europe and other international destinations.

While the air cargo industry continued to operate throughout the pandemic, it was not unaffected. The industry which typically transports up to 50% of its cargo on passenger aircraft, experienced a reduction in capacity and connectivity as a result of the closure of borders and limited passenger traffic. To bridge the shortfall, many airlines introduced cargo charter services

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and expanded their freighter flight schedule. According to research by leading publications, demand for travel is expected to climb, augmenting air cargo connectivity and capacity as more people become vaccinated and countries reopen.

Shipping via air enables you to transport your products to... ...thousands of cities throughout the world faster than other modes of transportation.

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See to it that you’re Eligible to Export 1. Become a registered exporter by submitting an application to JAMPRO. 2. Register for Known Shipper status with the Transportation Security Association (TSA) so that you can transport cargo on passenger flights to the United States. Your cargo airline might provide you with support to make the registration process easier.

3. S hipping fresh produce? Get certification for your packaging house from the Plant Quarantine/Produce Inspection Unit of the Ministry of Agriculture. If you don’t have a packaging facility of your own, use the services of a certified packing house.

Commercial Invoice and hiring a Customs broker to upload your documents to ASYCUDA. The Export Assessment Form must be taken to the Customs cashier for payment and processing.

5. F ind out about any other permits, licenses and certificates that may be required. This will depend on the type of goods you’re exporting. For example, a phytosanitary certificate must be obtained from the Plant Quarantine/Produce Inspection Unit of the Ministry of Agriculture for agricultural exports before acquiring validation from customs.

6. A cquire United States Department of Agriculture (USDA) Clearance If you’re exporting agricultural products to the United States.

Pre-Clearance must be arranged in Jamaica for produce which has been fumigated.

7. D o your research. Learn about customs requirements for the destinations you’re exporting to ensure that your goods are accepted upon arrival.

Prepare your Documentation 4. Arrange your Export Assessment Form by preparing documents including the Instructions for Dispatch of Goods, Tally Sheet and

Book Your Shipment 8. Book your shipment in advance so that you can find out about

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the cost and requirements and receive a higher shipping priority than if you walked into your cargo airline’s office to ship without previously booking.

9. Before you book, gather the information that your carrier will require. This includes: the city you’re shipping to or from; the type of commodity you’ll be shipping; the number packages and their individual weight and dimensions.

Dimensions are the length, width and height of your package and are used to calculate your package’s volumetric weight.

10. Package your products efficiently to save as the cost of freight will be based your package’s volumetric weight if it exceeds the package’s weight.

Protect Your Cargo 11. Protect your goods by placing them in solid outer packaging and cushioning them with packaging material.

12. Place your produce in packaging that provides ventilation and minimal tolerance to moisture.

13. Shipping frozen goods? Create a cool kit to place into outer packaging. The kit should include insu-

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lation material, a cooling agent, absorbent material and an aluminium foil bag.

14. Add durable labels to your packaging with the names and addresses of the shipper and consignee, written clearly and legibly.

15. Include handling labels on all sides of your packages to ensure that your fragile shipments and other special cargo are handled appropriately.

16. Cover your cargo by seeking cargo insurance to safeguard your business from experiencing financial loss in the event of loss or damage to your shipment.

Know What to Expect 17. Save time by completing your Shipper’s Letter of Instructions and Security Declaration Form

before you visit your carrier to tender your shipment.

18. Leave your packages open for security screening and seal them upon completion.

19. Arrange shipping fees. These will include freight, fuel, security, an Air Waybill and handling fee. Your consignee will also be responsible for customs and handling fees upon arrival of the shipment.

20. Track your cargo online and be sure that you provide your airline with a contact number for your consignee so that they may be alerted when the shipment arrives.

Conveniently located close to Customs and the Ministry of Agriculture in Kingston with an additional station in Montego Bay, Caribbean Airlines Cargo provides connectivity to the Caribbean, North America and several other destinations worldwide. With our team of experts including air cargo professionals with decades of experience in the industry, you can trust us to

move your general cargo, perishable cargo and other shipments efficiently.

We accept payment in JMD dollars, provide a cargo insurance service and offer a cargo loyalty programme.

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The Importance of Internationally

Recognized Standards

to the Advancement of the Regional Private Sector Contributed by: CARICOM Private Sector Organization

The private sector stands on the ‘front line’ of poverty reduction & improving the quality of life.

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nternational Standards, such as those published by the International Organization for Standardization (ISO), Codex Alimentarius Commission (CODEX) and International Plant Protection Convention (IPPC), are just a few of the standards routinely implemented by the private sector. These International Standards offer firms and companies, inter alia, guidance, simplification, coordination, standardization, and harmonization criteria for the development and trade of products and services within the international trading system.

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During the COVID-19 pandemic, CARICOM’s Private Sector has refocussed on identifying the investment opportunities for export-led growth and expansion, as the Region, like many other Developing Countries, engages the recovery phase, which increasingly will depend on ‘first mover’ advantage, in the face of greater contestability for the new and emerging opportunities attendant to the Pandemic.

As the Member States of CARICOM engage in recovery efforts, the private sector stands on the ‘front line’ of actions which have a major effect on poverty reduction and improving the quality of life through the addressing of Non-Communicable Diseases (NCDs), and other factors that inhibit CARICOM people from ‘living a full and healthy life’. This ‘front line’ position-

ing of the private sector is consistent with its role as envisaged in the Political Declaration of the Third High-Level Meeting on NCDs which advocates a ‘whole of society’ approach including Governments/Member States and Civil Society – (i.e., the private sector’s ‘societal commitment’).

Internationally recognized standards, establish a symbiotic relationship between the private sector’s ‘societal commitment’ and its role as ‘economic operator’, manifest through the activities of regional manufacturers, importers, distributors and other ‘value shop’ operators.

Using CARICOM manufacturing entities as a case in point reveals that compliance with ISO’s management system standards related to quality,

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These International Standards offer firms and companies criteria for the development and trade of products and services. environment, energy and information security are integral to gaining a firmer foothold in the global marketplace, as well as greater participation in international trade and global value chains. International recognition, therefore, offers the possibility to operate beyond national borders, with the potential benefits of increased sales and revenue.

CARICOM’s regional business community is acutely aware that compliance with internationally recognized standards is a critical factor in demonstrating their ability to be even considered for shelf space and market listings.

Business surveys conducted by the International Trade Centre (ITC) in developing countries reveal that more than 50%, and in some countries as many as 70% of the difficulties faced by enterprises, while exporting, are related to satisfaction with technical requirements in the destination/ export market. Demonstrating compliance by providing independent assurance, such as certification, can therefore open the door to new markets for many private sector firms in CARICOM. There can be no denying the fact that, for many CARICOM firms, accessing the new opportunities, pre- and post- COVID will require a paradigm shift in operations and marketing strategies. CARICOM’s private sector, firms and enterprises, particularly manufacturers, will be required to ensure that processes, products and services are ‘fit for market’, interchangeable, compatible, efficiently utilizing resources, and are supported by effective communication systems across trading borders.

In addition, there is an increasing recognition that the use of internationally recognized standards supports innovation efforts and assists organizations in establishing reputable quality products

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and services, leading, inter alia, to ‘sustainable success’. Evidently, ‘sustainable success’ will be of benefit to the society (fulfilling the ‘social commitment’ through consumer access to quality, safe products, and a decent livelihood), while at the same time strengthening and sustaining business performance, so critical in a CARICOM Region that has endured decades of slow economic growth and suffered negative growth effect from the Pandemic.

It is now well accepted that compliance with internationally recognized standards does indeed facilitate more rapid and sustained trade and export development. Already, many CARICOM firms have successfully entered global markets and value chain/shop networks and have used participation in these export markets to drive their growth and expansion through ‘upscaling’, positively increasing value addition, and effecting poverty reduction.

The cost of compliance is often a concern for many firms, particularly Micro and Small firms facing early-stage challenges, such as accessing finance. Practical, appropriate, and easily operational mechanisms will be required to support the efforts of the private sector focussed on meeting the relevant internationally recognized standards. Member States and the private sector face the urgent task of developing equivalence for standards and conformity assessment systems, improving accessibility to globally recognized standards by Caribbean firms, minimizing the compliance burden, and particularly, including the Private Sector as a key, active stakeholder in the standards development process.

Indeed, the Region’s private sector faces a race against time and against competition from similar and better positioned firms in other Developing Countries that ‘eye the same prize’.

The spoil to the one who earns it!!

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The Impact of

COVID 19:

An Opportunity to Revolutionize the Jamaican Economy?

Contributed By: Andre Gordon, Ph. D., CFS

CEO, Technological Solutions Limited & Past President of The Jamaica Exporters’ Association

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ike many other Jamaicans and people all over the world, the COVID-19 pandemic caused by the Novel Coronavirus SARSCoV-2 has been a challenging experience to come to terms with, even more than a year on into the pandemic. It has taken some effort to get to a place where, despite the challenges, the myriad of opportunities and transformational possibilities brought about by the pandemic as it forcibly transforms the world’s psyche, social norms, supply chains, economic paradigms and, ultimately, the way we all live and work are evident as we, collectively, navigate COVID-19. We initially had excellent examples of national responses from our front line workers who put their lives on the line for us, the Ministry of Health’s teams who have to deal with the management of the pandemic and the quick and effective outreach by the Agriculture Ministry and its various arms in assisting farmers when the pandemic initially wreaked havoc on their markets. The private sector as well has been innovative and resilient, quickly adjusting such that many companies have been doing better than they have before, even in the midst of this crisis.

From the quick adjustment to process excess agricultural products, filling local needs for sanitary and other items when imported supplies were compro-

mised and consistently expanding our agri-food exports over the last several months, we have shown what is possible. Our teachers, civil society, the church, NGOs and other national actors have also been stepping up to play their role, as needed.

Having gotten to this point and with an uncertain road ahead, where do we go from here?

Despite the devastating impact COVID 19 has had and is continuing to have on our lives and our economy, it has brought some positives.

There is a renewed focus on food

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security, including the importance of agriculture, and the need to have better linkages (strange as it may sound) between domestic agriculture and local market demand and recognition of the fragility of the structure of our economy with its overdependence on tourism and remittances. There is also recognition that without significant and resilient sources of foreign exchange earnings, Jamaica will always be vulnerable to the vagaries of international economic realities where the exigencies of the moment may mean we are left without urgently

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needed supplies or basic necessities in a time of crisis because the richer or more powerful can commandeer resources internationally. Perhaps most importantly we seem to be coming to a realization, long held and promoted by this writer and several others, that Jamaica needs to focus on export-led growth. This has been highlighted by more and increasing calls from several persons, including JAMPRO’s Chairman, Don Wehby and the JMEA President, Richard Pandohie, for a realistic and implementable National Export Strategy. To this, I would add one that is backed by appropriate budgetary resources and driven from the highest level of government.

The question may arise as to whether we can make the transformation required, to which the answer is a resounding “yes”! We do, however, need to do things differently, think differently and be prepared only to accept excellence and full accountability at all levels of national life and endeavour. I will share specific examples, some of which have been done before, are being done or which are easily doable, if we have the foresight and will to do them. The examples being shared are based on my own personal experience and involvement with transformative national programmes either previously at the Jamaica Exporters’ Association (JEA), with The Competitiveness Company (TCC) or regionally and internationally with my company, Technological Solutions Limited (TSL) that specializes in implementation of transformative systems in sectors and firms.

Agribusiness Jamaica already has existing or examples of relatively easily implementable, highly impactful programmes that can transform our development trajectory should we so choose. Some will take time; others are immediately implementable. These include a basket of market-driven programmes that focus on building sustainable capacity within urban and rural areas, working with marginalized and at-risk youth, as well as other interested parties to produce exceptional results. In the immediate or short term (1-2 years), Jamaica can expand programmes that are already established and successful or implement programmes which have been successfully implemented in the past. These include programmes in the area of agriculture (roots crops, spices, traditional products, ornamental fish), export oriented agro-processing (carefully targeted products), the production, domestic sale and export of high quality art, craft and giftware and community based tourism and integrated agro-tourism ventures, including a refocussed cannabis industry. In the medium to longer term (3-7 years) pre-existing and highly successful agricultural programmes modelled along the lines of the Jamaica Bauxite Institute (JBI) Bauxite Community Development Project (BCDP)/Jamaica Social Investment Fund (JSIF)’s Water Harvesting and Greenhouse Cluster Project or TCC’s Diversify to Compete Programme can be adopted and expanded. This could complement by other components of the USAID funded post-Hurricane Ivan Jamaica Business Recovery Programme (JBRP)’s agricultural projects on which both are based. All involve the application of industry best practices and technology to agriculture, the upskilling of farmers and ultimately have resulted in a doubling or tripling of income for the farmers who were previously involved in low return, uncompetitive subsistence farming. The JBRP, which was designed locally by the JEA/TCC in collaboration with our international partners DAI, won USAID’s award for the best project implemented globally in 2005/2006.

Other agriculture-based opportunities include export oriented agro-processing of targeted products tailored for demanding markets that will pay premium prices for them as significant work that has been done over the years has shown. The consistent growth of Jamaica’s non-traditional food exports over the last two decades is the result of hard work done by exporters who are trying their best to service a much larger market for our products than we are able to supply, but who are doing so without the kind of substantial, focussed

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and targeted assistance that is the norm for countries serious about export. The efforts of JAMPRO and the JMEA have certainly contributed, but without the budgetary support, their impact will be limited. TCC’s work with ornamental fish targeting a US$5 billion and growing global market, with a near-shore, underserved US$10 million market on our doorstep is another opportunity. This decorated Jamaican-designed initiative has the capability to provide gainful own-account employment for unattached inner-city youth, as well as urban and rural youth in general who can earn amounts equivalent or more than what they can make from illicit activities. The market details, technical modalities and mechanics of the industry have already been piloted and are being developed over the last several years, with capital being a major constraint to further development and expansion. While these projects may require longer lead times and both market and scientific research support, the long term benefits for the country are substantial and these products can be produced by both large and smaller operations, the nature of the markets obviating the need for price to be the major competitive lever used to market the products.

Exports Consumed Locally II: Medicinal Cannabis and Other Culturally-linked Medicinal Products

Exports Consumed Locally I: Tourism A restructured tourism product provides an opportunity for significant and impactful expansion of our earnings from exports products and services consumed locally. From expanding the current efforts at creating impactful linkages to domestic agriculture to an insistence on the inclusion of local goods and services as a central part of our tourism product offering, this is the lowest hanging of low hanging fruits. An easy-to-implement, short time-horizon but profoundly significant and impactful programme is one based on the Peruvian model of tourism which I observed in which all craft and giftware items sold to visitors are authentically Peruvian-made. A similar programme would see the Bureau of Standards and Consumer Affairs Commission, working closely with the Ministry of Tourism and progressive players within the industry, enforcing Jamaica’s labelling regulations and statutes against deception of consumers, and insist that only authentic Jamaica-made craft and giftware are allowed to be sold once they are purporting to be Jamaican. Those imported items in Jamaican colours being sold to unsuspecting tourists should be dis-allowed and action taken against retail outlets in breach of regulations who “pass-off” Chinese, Indian and other items as “Jamaican”. Of course, this would best be implemented along with a companion programme that would see really skilled artisans and professionals, working along with local artisans and fine artists, as was done post-Hurricane Ivan under the JBRP. This could be augmented by bold and visionary restructuring of how our tourism product works as others have done, including an insistence that Jamaicans are primarily the ones employed in managerial and other positions and providing the entertainment for the sector. Finally, we must stop talking about sports tourism and make it a reality, leveraging Jamaica’s unique achievements in international sporting arena. This period in which tourism is on an imposed hiatus creates the perfect opportunity for this re-think and recalibration. I am certain that the very effective team in the Ministry of Culture, Gender, Entertainment and Sports, working with motivated private sector partners can marshal the forces in the sport, entertainment and cultural sector to deliver exceptional value to the tourism product over time when it re-starts for the winter season.

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Jamaica has, since 2015, been developing a legal medicinal cannabis industry. While progress has been made, I think it is fair to say that nobody can be pleased that six (6) years later, we are yet to see the industry take its rightful place as a significant contributor to Jamaica’s economic development. As someone intimately involved with the initial setting up of the industry, including having detailed scenarios, projections and market studies done, I can confidently assert that, if properly done, this industry can make a meaningful contribution to Jamaica’s future. When coupled with the focus now on health and wellness (COVID-19 has sharpened this) and rapidly expanding interest in naturopathic medicines, natural cures and wellness-enhancing plants, herbs, foods and traditional

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practices, a properly designed and implemented national programme could see Cannabis being the lynchpin of an expanded and exciting 100% Jamaican product offering to the rest of the world.

As originally envisaged, the sector would be developed as another “export” product consumed and enjoyed locally, being physically located, nurtured and developed in the various communities around the country that have a long-standing cultural relationship to Cannabis and other medicinal products. This would ensure that the persons in the communities in which these products are grown have an opportunity to directly benefit from the upside they create. Local treatment centres, restaurants, farm tours, reasonings, spas, etc. could be developed, along the lines of pre-existing such focussed opportunities. The Rastafari Indigenous Village, Accompong and even the Gee Jam Studio experience come to mind, all delivered with the highest possible levels of service for which we are already known. Therefore, while exports of legal Cannabis and related products can bring substantial foreign exchange revenues to the country and should be pursued assiduously, this would not be the be-all and end-all of the development of the industry. It would merely represent an important diversification of an already sound, robust and growing, Jamaica based legal medicinal ganja (and other medicinal products) industry.

Implementation Space will not permit me to go into more details or share, at this time, other specifics and opportunities. Suffice it to say that all of these will have to be developed by building on what already exists and applying creative, synergistic targeted solutions and policies that mutually reinforce each other and make investment in these areas so attractive that entrepreneurs are naturally drawn to them. It should be noted that none of what is being proposed has to be created from scratch as all already exist but have either not been actively supported by the state (over many years) or are fragmented and unable to attain critical mass without the requisite support. If success is to be achieved, these programmes will have to be properly structured, focussed and implemented in a manner that is not typical in the Jamaican context.

The transformation we seek would demand that these programmes by underpinned by some guiding principles, viz.

1. Non-partisanship, inclusiveness and a search for competence and excellence in implementation.

Cannabis being the lynchpin of an expanded and exciting 100% Jamaican product offering to the rest of the world.

2. Social equity in economic development through careful planning and execution of programmes with a sustainable livelihoods focus that generate surplus income and build wealth for future generations 3. A relentless focus on Foreign Exchange earning or saving programmes and business ventures which will be supported by appropriate incentives.

4. Implementation should be based on a Revised National Export Strategy that is focused on Exporting “Brand Jamaica”, a National Branding Programme being in the early stages of being developed by JAMPRO at the moment. This must leverage successful pre-existing programmes, must be unequivocally private sector-led 5. Implementation of an aggressive “Authentic (Brand) Jamaica Programme” for our local hospitality sector which should be specifically tied to any incentives given to the tourism sector in the future. Tax incentives to the hospitality sector should be strictly tied to:

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These programmes are all an outcome of a range of initiatives that have either been developed and, to some extent, implemented by private sector organizations or which have been collaboratively discussed and designed with the public sector but which have never gotten the focus, funding or support required to make them have the impact that they can.

All of these will not only have immediate, short term (and some a medium term) impact, but they will change the psyche of the participants, the market and the nation if properly implemented. They will also drive changes in the educational and technical support needs, impacting our educational institutions.

A bold step would be to have these private sector driven programmes being given the major focus by the government and being placed in the Ministry of Finance or OPM with a capable (private sector?) individual driving the overall process. In other words, a “National Development Council” (or whatever you wish to call it), but with a focus, an agenda, funding and the authority to really drive national development through exports and the creation of sustainable jobs in the new green economy (current mechanisms by themselves are, unfortunately, not the vehicle for this).

Expanding export earnings through the creation. a. expanding export earnings through the creation of new attractions, new rooms, etc. b. specific per head purchase of local goods and services c.

requirement for/provision of preferential terms if a new venture will involve local partners

d. an aggressive policing campaign to be undertaken by the Bureau of Standards, Jamaica, JIPO and the Consumer Affairs Commission of all hotel gift shops and in-bond stores to ensure accuracy in labelling and declarations to favour authenticJamaican products. This must be coupled with punitive fines for “passing off” Indian, Chinese and goods of other origin as “Jamaican”. e.

a serious programme of effective incubators utilizing private sector mechanisms, including the MSME Alliance, the JMEA, successful community ventures (e.g. NORANDA Farmers (St. Ann), JBI’s BCDP programmes, Church or NGO-based projects with demonstrated economic viability (e.g. BREDS, etc.).

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In closing, there already exists a range of sustainable export-oriented economic development options which can drive sustainable economic growth with commensurate job creation, particularly for those in the marginalized and less affluent areas of the country and economy. The know-how, experience and proven track record to make what is proposed a reality already exists within Jamaica, with several current, demonstrable projects, businesses and activities already underway, albeit with very little state support and many unnecessary hindrances. These programmes and initiatives can deliver between US$800 million to $1 billion in additional non-traditional exports and yield from domestic exports consumed locally over the next five (5) years. The GOJ, led by the Prime Minister or the Minister of Finance, fully supported by the Opposition, need only show the faith in our own people about which we so often speak and develop and actively support a comprehensive set of programmes such as are mentioned herein.

These will realize the significant benefits of sustainable, job-rich, export-led growth that will go a far way to making the sacrifices we have made, and will be called upon to make again, worthwhile and result in a significantly enhanced standard of living for all Jamaicans in the medium to long term.

JMEA E-MAGAZINE MAY 2021

The Bank continues to build and maintain a strong tradition of outstanding service to the country’s productive sector.

Vision Statement

The EXIM Bank, by being a dynamic and innovative trade financing institution, facilitates Jamaica becoming a net exporting country.

Mission Statement

EXIM BANK Products & Services INTRODUCTION For over three decades, The National Export-Import Bank of Jamaica (EXIM Bank) has remained committed to supporting and encouraging bold, innovative and indigenous businesses. With an increased focus on Small and Medium-sized Enterprises (SMEs), the Bank continues to build and maintain a strong tradition of outstanding service to the country’s productive sector while observing the highest standards in corporate governance.

Understanding that access to finance remains a significant challenge for many SMEs, the EXIM Bank has set out to be a disruptive development financing institution, conscious of its

role in promoting and contributing to sustainable development by implementing innovative policies and strategies and fulfilling its mandate in keeping with the changing market realities. The EXIM Bank, established in May of 1986, is an independent public-sector, limited liability company, wholly owned by the Government of Jamaica. It is Jamaica’s premier trade financing institution and the Caribbean’s first Export-Import Bank. The Bank’s mandate is to facilitate sustainable economic growth through increased exports and sustained job creation by providing competitively priced trade financing solutions to the productive sector including exporters, potential exporters and direct suppliers to exporters.

22.

To provide value-added financial solutions to enable Jamaican businesses to achieve their goals through a customer-focused team.

Core Values

The Bank’s core values are: Customer-centricity – We understand the value of our brand and consistently focus on what our customers’ value most, in keeping with our overall business strategy.

Integrity – We maintain a strict adherence to a moral code of honesty and strong sense of morality.

Professionalism – We conform to generally accepted, formal standards portrayed by our mannerisms, deportment, business conduct and individual dealings with each other, our business partners and our customers.

Innovativeness – We are keen on translating an idea or business opportunity into a product or service that creates value for our stakeholders.

Respect – We treat each other with kind consideration and politeness irrespective of position or economic status, being mindful at all times of the other person’s feelings.

JMEA E-MAGAZINE MAY 2021

Products & Services In carrying out its mandate to assist in the growth and development of the Jamaican productive sector, the Bank offers an impressive suite of products and services with specific focus on SMEs involved in non-traditional exports such as Tourism and its linkages, Manufacturing, Agro-processing, Mining, the Service Industry, Information Communication and Technology and the Creative Industries. EXIM Bank is well known for its trade financing facilities and specifically its international lines of credit which enable Jamaican companies to do business with countries across the world. Its products and services aim to fulfill both the short and medium term needs of businesses. The facilities are available in both Jamaican and US currencies for a variety of purposes, including working capital, the purchase of raw material and equipment, as well as for plant upgrade.

The Bank’s suite of products and services include the following:

SME Growth Initiative

Medium term financing up to US$500,000.00 or its equivalent for SMEs within the productive sector to purchase equipment and raw material, upgrade facilities and access working capital.

Modernization Fund for Exporters

This fund is for the acquisition of capital equipment for retooling, refurbishing, upgrading and efficiency improvement to enhance export competitiveness. Financing is available for both new and used equipment and loans can be denominated in either J$ or US$ dollar.

Trade Credit Insurance

Insurance protection against the non-receipt of payments by both foreign and domestic buyers. Commercial coverage allows policyholders to recover up to 85% of their receivables and all policyholders are eligible for post-shipment financing of up to 80% of invoice value.

Bankers Export Credit Facility

A short-term working capital facility that provides pre- and post-shipment financing for Jamaican exporters of non-traditional goods and services.

Foreign Currency Lines of Credit

International foreign currency lines of credit available to import raw material and capital equipment.

Cuban Line of Credit

A line of credit that is offered through the Banco Nacional de Cuba and administered by the EXIM Bank which facilitates trade between Jamaican exporters and Cuban businesses.

Short Term Working Capital Facility

An EXIM Bank financed line which is available for general working capital support and the purchase of raw materials locally, as well as for the importation of goods.

JMEA Loan Programme

A short-term loan facility that offers unsecured loans to members of the Jamaica Manufacturers and Exporters Association (JMEA). Loans are available to purchase raw material and light equipment and for receivables financing and working capital purposes.

EXIM Energy Loan

Loan financing for renewable energy projects. Funds may be used for projects such as: -Retrofitting to accommodate: • • •

Energy efficiency Energy conservation Alternate energy sources

General Trade Line

This facility provides working capital support and facilitates the importation of good for providers in the transportation, health and educational sectors.

23.

SMTE Loan

A special loan facility funded by the Tourism Enhancement Fund (TEF) that targets small and medium-sized tourism enterprises to promote sustainable growth and development in the Tourism Sector. Eligible entities can access either Short- or Medium-Term loans starting from a minimum of J$5-million to a maximum of J$25-million at a fixed rate of interest of only four and a half percent (4.5%). Maximum loan tenure on Short-Term loans is 180 days and five (5) years on Medium-Term loans.

Business Advisory Service (BAS)

An information-based, value-added service that focuses on the growth and development of SMEs. The service is mainly offered through an online portal that is hosted on the Bank’s main website. Some of the BAS interventions include: •

Quarterly training/information workshops or seminars

•

‘EXIMBankja’ business advisory radio programme series aired on most radio stations island-wide

•

Useful business tips shared on the Bank’s social media platforms

•

E-blast of industry bulletins

•

‘How to start a business guide’ and other resources on the online portal

JMEA E-MAGAZINE MAY 2021

Export Services:

The Future of International Trade Contributed by: Jamaica Promotions Corporation (JAMPRO)

I

f a country’s economy is to grow sustainably, there must be continuous expansion of its industries, increased availability of jobs, and the creation of value-added products and services for consumption and export. This is the premise behind the Jamaican government embarking on an effort to increase the island’s export of services, as it looks at new ways to strengthen the economy and to diversify the country’s export industries.

The export of services is often seen as the future of trade, as it encompasses several priority sectors and promises significant revenue generation opportunities. To put it simply, service export refers to the transfer of any service provided by a resident or company in one country, to people or companies in another.

This presents a significant opportunity for Jamaica. As business becomes more digital-based, and the demand for quick and competitively-priced services grows globally, Jamaica can capitalise on these new trends and use its strategic location, excellent talent and innovative business community to export its services and transform the economy.

Areas of Opportunity Services exports can be done in several sectors. One that is currently booming is Outsourcing.

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JMEA E-MAGAZINE MAY 2021

The Outsourcing industry, which is also referred to as the Global Services Sector (GSS), comprises Information Technology Outsourcing (ITO), Knowledge Process Outsourcing (KPO) and Business Process Outsourcing (BPO). It generates over 40,000 jobs and generates more than US$700M in revenue yearly.

This sector is seen as a key area for growth based on its digital mode of execution and its far-reaching impact.

Outsourcing is not just customer care, but can include digital marketing; software development; finance support; legal support; human resources; IT support, telemedicine, project management, and other lucrative fields.

Another significant services export is tourism. While impacted by the COVID-19 pandemic in the past year, tourism is still an area of opportunity as it still provides significant levels of jobs, investment in infrastructure, and it has linkages services that can have ripple effects into the economy. There is also scope for diversification within the sector, as eco-tourism, medical tourism and wellness tourism are areas with major potential that are largely untapped.

Prior to the pandemic, Jamaica’s tourism services exports were a major foreign exchange earner, with the sector

representing more than 30% of total GDP. Despite the current fall-out in the sector, recovery is expected in the nearterm and so the stage has been set for further success in this sector.

The export of financial services is being explored by the government. Jamaica is the largest exporter of financial services among CARICOM countries; this means there is scope for the country to explore mutually beneficial trading opportunities in this sector with both its CARICOM and international trading partners. The work being pursued by the Jamaica International Financial Services Authority (JIFSA) has been critical, as Jamaica balances the potential of this export service with the requirements to ensure that the country maintains compliance and transparency with its international partners.

Finally, the Creative Industries (CI), specifically music, animation, game design/ development, and screen-based content such as films, television productions,

25.

This sector is seen as a key area for growth based on its digital mode of execution. and music videos, present an excellent opportunity for growth. The International Trade Centre has estimated that globally, CI accounts for 7% of the world’s GDP, and the world’s exports of creative goods had increased from $208 billion in 2002 to $509 billion in 2015 (UNCTAD); an impressive growth rate.

With Jamaica’s strong creative talent, culture, and strategic location near to large markets, the export of creative services and goods is a key part of the

Continued on Page 30

JMEA E-MAGAZINE MAY 2021

Jamaican government’s economic growth strategy, and presents lucrative opportunities for potential exporters.

programme to support the development and marketing of local content.

Creating the environment for service export to thrive With these and other areas of opportunities identified for development, the Government, and Jamaica’s investment and export promotions agency, JAMPRO, have been focused on creating the environment for services exports to thrive.

Export of services is also gaining traction in JAMPRO’s support of MSMEs and through its premier export development programme, Export Max. Over the past decade JAMPRO has been successfully running the Export Max programme, which is an initiative that connects Jamaican companies with new markets overseas while increasing export sales. The programme is now engaging in its third round.

In addition to the National Competitiveness Council (NCC) driving the implementation of reforms on the Business Environment Reform Agenda (BERA) to make it easier to do business, the government has spearheaded initiatives such as the GSS project to strengthen Jamaicans with the skills needed to work in the GSS sector and other information and technology fields.

These various projects and initiatives all share the same national priorities - to support exporters, raise skills levels, and assist Jamaican companies with international standards to ensure that they can exploit export opportunities.

It is hoped that with these initiatives, service export will increase and provide a greater contribution to Jamaica’s economy.

Policies and strategies are currently being developed and executed by the government to support specific sectors, improve the overall environment for export, and create the framework for fruitful outcomes for those who decided to export services. This includes the 2015 National Strategy for the Development of Jamaica’s Outsourcing Industry, which will transition into the National Five-year Global Digital Services Strategy once approved by Cabinet, and the upcoming National Services Policy.

JAMPRO has also had an essential role in developing programmes to assist local companies that are ready to advance into the export market. In the film industry, JAMPRO along with its partners, is executing the Jamaica Film and Television Association (JAFTA) Propella film development

Moving towards expanding the export of services This thrust towards the export of services opens business opportunities for persons in industries that can be digitally delivered overseas, or for services that are delivered specifically to persons overseas that come into Jamaica. With the variety of programmes in place, the Government’s aim, with support from public and private sector entities, is to develop and promote Brand Jamaica, facilitate trade and services, and help Jamaican organizations to export.

If you’re ready to export services to new markets, contact JAMPRO, we will assist you on your business journey.

JAMPRO along with its partners, ...support the development and marketing of local content.

26.

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JMEA E-MAGAZINE MAY 2021

E PORT TIPS

1

Consider your ability to export without neglecting domestic clients!

Do you have the resources to: 9

Engage extra staff

9

Increase production runs

9

Amend production runs to meet the overseas buyer’s requirements

9

Carry the cash-flow demand until the export market achieves returns

2

Do your research!

9

Identify possible markets for products you wish to export

9

Determine the ease of entry in your market of interest

9

Look beyond high-level population and demographics

3

Do your research! (cont’d) 9

Identify possible markets for products you wish to export

9

Determine the ease of entry in your market of interest

9

Look beyond high-level population and demographics

28.

JMEA E-MAGAZINE MAY 2021

4

6

Seek advice!

9 Seek advice from in-market professionals, agents/distributors, international buyers and local exporters

5

Develop an export marketing strategy for each target market!

9

Direct exporting - Market and sell directly to the client.

9

Indirect exporting - You market and sell to an intermediary such as a foreign distributor.

9

Manufacturing under license in-market

9

Joint venture with in-market partner

9

Wholly owned subsidiary in-market

7

Consider the channel that is right for you! (cont’d) 9

Evaluate the number of available carriers, shippers and freight forwarders as well as the overall transport system in the target market

9

Evaluate the various distribution channels in the target market including, wholesalers, distributors, sales agents and/or food brokers.

8

Choose the right shipping method!

9

Transport goods by Air or by Sea

9

Inquire about consolidated shipment with other exporters

9 9

10 29.

Consider the channel that is right for you!

Keep good records!

Commercial Invoice, Freight Documents (Transport Documentation), Packing List, Customs Value Declaration, Freight Insurance, etc.

Test the market, seek feedback, be adaptable!

JMEA E-MAGAZINE MAY 2021

Export Opportunities PRODUCTS

1

4

Did you know that the export potential of Jamaican Rum is valued at USD$112.4 million?

However, an estimated USD$64.7 million of this potential is yet to be realized.

2

Germany

9

United States

9

Netherlands

United States

9

Canada

9

United Kingdom

5

The greatest untapped market for Jamaica’s exports of Rum, currently valued at USD $31.1 million is Germany.

3

9

The greatest untapped market for Jamaica’s exports of Roots and tubers, currently valued at USD$7.7 million is the United States.

Did you know that the markets with the greatest demand for Jamaica’s exports of Rum are: 9

Did you know that the markets with the greatest demand for Jamaica’s Roots and tubers are:

Did you know that the export potential of Jamaican Beer (from malt) is valued at USD$52.1 million?

However, the current export of Beer (from malt) is USD$27.1 million. This leaves an untapped export potential of USD$25.8 million.

Did you know that the export potential of Jamaican Roots and tubers is valued at USD$59.8 million?

6

However, the current export of Roots and Tubers is USD$32.1 million. This leaves an untapped export potential of USD$27.8 million.

Did you know that the markets with the greatest demand for Jamaica’s Beer (from malt) are:

9

United States

9

Canada

9

China

The greatest untapped market for Jamaica’s exports of Beer (from malt), currently valued at USD$21.1 million is the United States.

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JMEA E-MAGAZINE MAY 2021

7

Did you know that the export potential of Jamaican coffee (not roasted, not decaffeinated) is valued at USD$49.9 million?

Export Hits BENEFITS FROM EXPORTING

However, an estimated USD$40.8 million of this potential is yet to be realized.

8

Did you know that the markets with the greatest demand for Jamaica’s coffee (not roasted, not decaffeinated) are:

9

Germany

9

United States

9

United Kingdom

Export can offer the means to:

The greatest untapped market for Jamaica’s exports of coffee (not roasted, not decaffeinated) currently valued at USD$17.5 million is Germany.

31.

9

Expand your business

9

Spread risk in terms of domestic economic cycles

9

Extend the life of a mature product

9

Bring exposure to new ideas, practices

9

Increase efficiencies through economies of scale

9

Identify counter seasonal markets

JMEA E-MAGAZINE MAY 2021

Background: µ Jamaica is not seeing the desired movement from stabilization to growth in Gross Domestic Product (GDP). µ There is a widening of the Current Account deficit, primarily driven by the export/import gap in the goods and merchandise sector.

The trajectory is for this to worsen with Alpart’s closure for at least eighteen (18) months and Petrojam’s possibility of changing its business model. µ A vibrant manufacturing sector is a must for a vibrant economy. The existing base of manufacturers & exporters must be enhanced by bringing much more Small and Medium Enterprises (SMEs) into the sector and/or Foreign Direct Investment (FDI) into the manufacturing space.

Positive Changes for Productive Sector made and or in-progress in 2019/2020: µ Abolition of the Assets Tax payable by non-financial institutions. µ Abolition of the Minimum Business Tax. µ Increase in the Annual General Consumption Tax (GCT) threshold from $3 million to $10 million. µ Reform of the ad valorem Stamp Duty payable on any instrument including the granting of security as collateral for loans; with a flat rate stamp duty of $5,000 per document. µ Tabling of the “Offset” and SetA-Side Public Sector Procurement Regulations. µ Initiatives under Trade Facilitation Taskforce, such as, the Jamaica Trade Information Portal (JTIP).

TAX RELIEF

Additional Proposals that will drive growth in the productive sector: µ This list is by no means exhaustive, but these are attainable in the short term, that is, three (3) years and it is estimated that the implementation of these measures will generate positive impact of approximately 0.5-1.0% to the country’s GDP.

A vibrant manufacturing sector is a must for a vibrant economy.

TAX RELIEF

2.

1.

Fifty per cent (50%) tax credit for specific technical training conducted by firms related to upskilling of workforce. This is important as there is now a growing gap between skillset available and skillset being created by the economic improvement.

Provide 100% tax credit for export growth above average sale of export for the last five (5) years. Tax credit will only be on incremental growth. This will have zero impact on government’s current revenue, as taxes would continue to be applied to the average sales for the period specified.

Proposing that this measure be introduced for three (3) years and results assessed.

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JMEA E-MAGAZINE MAY 2021

3. .

Provide fiscal or tax credit for re research and development (R&D) for new products or improvement on existing products for export or import substitution upon approval of projects by a body such as the National Commission on Science and Technology (NCST). This will also apply to agricultural projects such as tissue culture. A tiered system of tax relief is being recommended: 50% for general R&D and increase to 75% if local inputs are utilized.

Proposing this measure be put in for 3 years and results as assessed.

POLICY

4.

Adopt and implement the international trademark registration system - the Madrid Protocol. This would be cost effective and convenient, allowing for the filing of a single application in one language and payment of one set of fees to apply for trademark protection in multiple territories; Manage brand portfolio through a centralized system, and easily expand protection into new markets. Export opportunities being lost because of the wanton trademark abuse in overseas markets.

5.

Jamaica Agricultural Commodities Regulatory Authority (JACRA) - Review and remove primary production and export costs applicable to produce administered by JACRA.

6.

Re-establish the Trade Enforcement Committee under Ministry of Industry, Commerce, Agriculture and Fisheries (MICAF) to prevent substandard and non-compliant goods being brought into the local market and to petition breaches of trade rules against Jamaican products and companies.

7.

Finalize implementation of Cabinet’s decision in early 2019 to remove some items from the list of items requiring import/export licenses and permits.

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JMEA E-MAGAZINE MAY 2021

LOGISTICS Jamaica’s potential as a logistics center is being eroded by high logistics cost; port related charges, shipping etc., that is putting us at a competitive disadvantage in the region.

8.

Government should commission a committee to review Port related charges for goods being exported and imported to be at a competitive level vis-à-vis other regional ports, primarily the Dominican Republic and Trinidad. Charges for review would include; warehouse/ terminal charges, deposits, security fee, shipping agent fee, storage fee, demurrage.

Jamaica’s potential as a logistics center is being eroded by high logistics cost.

SMALL & MEDIUM SIZED ENTERPRISES (SMES)

9.

Increase JAMPRO’s budget (specifically the Export Max 111 initiative) towards development assistance to facilitate participation in trade fairs and inward trade delegations, market intelligence research as well as supply chain development.

10.

Operationalize the capital and business loan programme for MSME growth and development.

Credit facility for productive MSMEs at a concessionary rate of 4.75% per annum (This was announced

by MICAF but without timeline for same to be operationalized).

Enforcement and Monitoring It is critical for the successful implementation of the Export Expansion 10 Point Plan and the Manufacturing Growth Strategy, that a Manufacturing and Export Growth Team (MGT) is established that will provide oversight of the process and report to the government and nation on status and impact.

Enforcement & Monitoring is critical for the successful Export Expansion 10 Point Plan implementation.

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JMEA E-MAGAZINE MAY 2021

Technology-led Thinking:

The Catalyst for a Sustainable Future Through Export Contributed by: Tasha Smith, Sales Manager, MC Systems

T

oday’s export trading realties include features such as cargo tracking across borders; customs procedures accelerated by single-window platforms services and policies that promote transparency among trading partners. These are but a few of the scenarios that enable a world, fuelled by digital technologies, in which industries earn more from better cross-border business, governments realise economic gains in gross domestic product (GDP) and multi-nationals reach into new markets faster.

The single variable that connects these features is technology. In these disruptive times, there’s hardly an industry that doesn’t credit its current sustainability to the implementation and use of some technology solution.

Looking forward, it is our position that in the export trade, specifically, it’s more than the technology but a digital-first thinking about how the technology will make the difference for the future.

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JMEA E-MAGAZINE MAY 2021

It’s a way of working that consistently probes data for intelligence to inform improvements, course correction or new product development.

trade stakeholders submit documentation and relevant information through a single point of entry, in a standardised way to let them complete export, import and transit procedures.”

To advance the idea we will go back to the starting point of a key export and trade technology now being utilised in nearly every continent across the world.

This solution transformed the time consuming requirement of multiple streams of information, often involving multiple agencies and regulatory actors, into a one-time, single entry portal for data.

The Case of the Single Window According to a 2011 United Nations Economic Commission for Europe (UNECE) report, there was rapid expansion in global trade that characterised the 1980s and 1990s. Yet, despite the parallel “breakneck developments in Information

This extraordinary cross-border collaboration tool gives users access to approvals, authorisations and certifications required for the import and export of goods.

“The benefits of such a system, enabled by technology, are

...industries earn more, governments realise economic gains in gross domestic product (GDP) and multi-nationals reach into new markets faster.

and communications technologies (ICT) (at that time)… trade documentation exchanges remained mostly paper-based.”

The report further outlined that it wasn’t until there was appropriate application of ICT modalities to the issue that the concept of the “Single-Window” emerged.

The UN Centre for Trade Facilitation and Electronic Business would come to define this solution as “a platform that lets

immediately obvious for businesses; because whether it’s small, medium or a large operation, the savings in time, money and the reduction in bureaucracy are tremendous,” explained Tasha Smith [Sales Manager at MC Systems.

When the Single-Window was first established, the label “digital first” was not attached to the solution, but the thinking and ultimate application was, indeed, a ‘digital’ one.

Twenty years later many countries in the world that have

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JMEA E-MAGAZINE MAY 2021

digitalised customs procedures benefit from greater efficiency in daily trading activities.

Today, Jamaica has improved the frameworks that enable efficiency in import-export trade with Jamaica Customs Agency’s integration of the Automated System for Customs Data (ASYCUDA) as one such significant step.

Another is the development of Jamaica Single Window for Trade (JSWIFT), which directly addresses some of the challenges of the past by allowing traders to submit transactional information for Cross Border Regulatory Agencies (CBRAs) and Participating Government Agencies (PGAs) through a single access point.

The implication of this global trend, as discussed by Forbes, is that the demand for technologies that engender collaboration through the line – from governments to industries, companies and down to citizens – will not slow. So key sectors such as export trading must keep equal focus on the present and the horizon. Digital tech will be central to the solutions and digital-first thinking will be the strategic advantage.

JMEA E-MAGAZINE MAY 2021

JMEA E-MAGAZINE MAY 2021

Price Increase Contributed by: Richard Pandohie

PRICING SHOCKS HURTING PRODUCERS AND CONSUMERS

I

n January I warned of the imminent threat of higher prices for businesses and consumers. I was not being particularly prophetic but was simply following the cost tsunami that was developing from the world’s biggest influencer on manufacturing and trade, China. It was only a matter of time before a small, open and import dependent economy like

Jamaica felt the crashing of the waves.

That reality is now being felt and persons are naturally concerned, after all, cost is moving up, but wages are not moving even close to the same extent and many persons are nowhere near recovered from the fallout in their personal economy.

I will give my perspective on what is happening and offer some recommendations that could offset the pain.

THE MAKING OF A PERFECT STORM Massive hike in Commodity Prices

Commodity prices are at multi-years high and are now above pre-pandemic levels and are expected to remain there throughout 2021.

Some developed countries have started their economic recovery and combined with expansive stimulus packages; their consumers are buying a lot of goods. After a prolonged period of lockdown, the need to release pent up demand is real. To keep up with demand, companies in those markets are buying raw materials like crazy and pushing prices of these materials to the highest levels in decades. Commodity prices are at multi-years high and almost all commodity prices are now above pre-pandemic levels and are expected to remain there throughout 2021. At a local level, we have absolutely no influence on commodity prices, the major influencers will be the production decisions by major commodity producers, policy support measures in advanced economies and progress in containing the pandemic.

41.

According to a recent World Bank report, energy prices will be 33% higher this year than in 2020, metal prices are expected to climb 30% and agricultural prices are forecast to rise 14% due to strong demand from China and supply shortfalls from key producing countries.

Shortage of Raw and Packaging Material Recall when consumers were rushing to stores in the early part of the pandemic and clearing everything off the shelves? Individuals would go and buy more toilet tissue than they could possibly use, well the same thing is happening now but instead of consumers, it is companies doing the panic buying. Of course, companies in advanced economies with purchasing strength can afford to do this, leaving the rest of us struggling to get supply. I personally experienced an important packaging supplier simply advising my factory that they would not supply us for 7 months because of increased demand in the USA.

Logistics Nightmare Shipping cost from Asia has gone up more than 300% and showing no signs of easing in the short term. Not only has the cost gone up but there is a global shortage of containers and shipping space, which is putting many local manufacturers at risk, as they simply cannot get their raw materials. Data from Supply chain observers

JMEA E-MAGAZINE MAY 2021

showed that 39% of all containers missed their intended sailing in April 2021 and we have been advised by Shippers to accept this as the new reality.

What is particularly different about the current situation is that it is not specific to a few industries, it cuts across almost ALL industries. It is affecting iron ore, steel, cooper, lumber, plastic, aluminum cans, cardboard, animal feed, fertilizer, wheat, soybeans, corn, and the list goes on and on. Although my interest in this article is specific to the productive sector, the importers of finished goods are similarly affected by price hikes and scarcity.

According to checks done with companies in the JMEA, the extent of the landed price increase of raw materials is staggering; from 12%-250%. Obviously, this level of increase cannot be absorbed by the companies but at the same time, consumers simply will not have the disposable income to buy the same quantity at a higher price. Companies will have to dig deep to cut cost and boost productivity, to manage the price increases that are being passed to consumers, otherwise, the higher prices will lead to lower demand, which could lead to lower production (unless export increase) and trigger loss of jobs. Rising food prices could also lead to worsened food security, translating to nutrition deficit for a significant part of the population.

I am also concerned about the effect of rising input cost on farmers. Farmers have consistently been the highest risk takers but the lowest beneficiary in the value chain, I fear that without state intervention, we could see agricultural output declining, thus putting a dampener on Jamaica’s growth recovery.

WHAT CAN WE DO? µ It is not all doom and gloom; coffee is a beneficiary of rising commodity price and this spells goods news for our coffee farmers, processors, and exporters. The bauxite industry is also a beneficiary, and I would expect that the JISCO factory (now closed) will see renewed urgency to resume production. µ We need to have a dedicated team at JAMPRO searching the global market for export opportunities. As a country, we have been successful in attracting investments but have been woefully inadequate when it comes to expanding our export.

With demand in developed economies increasing, prices being attractive and the global appeal of brand Jamaica, this is a good opportunity to push export, especially of our natural products. µ On the food supply side, we need to strengthen our resilience and actively replace some of our import consumption (almost US$1 billion per year) with locally produced food. We are a small island and so we must import, as we cannot produce everything, but we have enough idle land to better feed ourselves and the rest of CARICOM. GOJ should move with urgency to take back leases on Government owned lands that are not being put to productive use. These lands should then be used to grow food for human and animal consumption.

A big driver of local price is the FX rate.

µ A big driver of local price is the FX rate. Remember, even for manufacturers the bulk of their input is imported. Do you remember when the pandemic started that there were predictions that the J$ would completely collapse, after all, our biggest FX earner was shut down. That did not happen, remittances over performed and the BOJ used its reserve intelligently. Now with the USA and UK population having a high level of vaccination, we anticipate a sharp recovery in visitors’ arrival (fingers crossed); bookings are already showing strong numbers for the summer. If we put the FX earning of the rebounding tourism industry in the current supply mix from remittances etc. then, all else being equal, the increased US$ supply should lead to a revaluation of the J$ which will lead to better pricing from producers and improved purchasing power for consumers. µ As consumers, we need to shop wisely and buy local so that we support our own economy. Look at the advanced countries, they are putting their economies first, we need to start emulating them. µ This once in a hundred-year pandemic has created an upheaval that will continue to affect us in different ways for a while. Jamaica is too dependent on imports and the pandemic has truly highlighted this vulnerability. We should take the hard lessons and reset our economy to produce more, especially in agri-business. Truthfully, Jamaica is not likely to have a significant manufacturing industry without the presence of a robust agricultural sector.

I would love to hear your thoughts, link me on twitter on @richardpandohie or on facebook richard.pandohie

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JMEA E-MAGAZINE MAY 2021

Recovering Growing Jamaica’s Exports:

Contributed by: Marcia E. Thomas, CD Retired Under Secretary, Ministry of Foreign Affairs and Foreign Trade.

Getting it right to meet the goal of sustainability

The Goal of Sustainability The theme of the National Exporters’ Month is “Building a Sustainable Future through Exports”. The United Nations Sustainable Development Goals (UN SDGs), the global development plan, points to trade as a critical means of the resources for implementation. This means that trade, in reality export of goods and services, is also a critical means of implementing Jamaica’s related national development plan – Vision 2030 Jamaica, which aims to make the country the preferred place to live, work, raise families, and do business.

In trade, the issue which has dogged Jamaica for many years has been how to expand and sustainably grow exports of goods and services to spur positive economic growth, earn foreign exchange, and create jobs which pay living wages.

Sustainability in trade also takes account of the impact of natural and man-made disasters. In the last 20 years, efforts have been made with minimal success to address this issue. The challenges to the economy now posed by the impact of the COVID-19 pandemic, makes it is even more urgent to find a solution to this export problem, if the country is to successfully achieve the goal of “building back better and greener” in the quest to achieve sustainable development.

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JMEA E-MAGAZINE MAY 2021

A positive development is, between 2000-20, exports of non-traditional products were increasing.

Export Crisis Table 1 - Contribution of Goods Exports to GDP (in USD) Years

Total Dom. Exports

GDP

Exports as % GDP

1990 2000 2010 2020

1.1 Billion 1.3 Billion

5.6 Billion

19.6

9 Billion

14.4

1.3 Billion

13.2 Billion

9.8

1.2 Billion

13.8 Billion

8.7

Source: STATIN Table 2 - Total Traditional & Non-Traditional Domestic Exports Years

Total Traditional Exports

Total Non-Traditional Exports

1990 2000 2010 2020

US $ 900 m

US $ 223.1 m

US $ 909 m US $ 654.3 m

US $ 350.3 m

US $ 597.3 m

US $ 568 m

US $ 599.1 m

Source: STATIN

Tables 1 and 2 indicate that the performance of Jamaica’s domestic exports of goods is below desired levels. The 2010 and 2020 contribution of goods exports to the GDP was below 10% well below remittances which now contribute 15% to the GDP. This has been the trend over the 10 year period. Table 2, between 2000 and 2010, indicates that traditional exports (Bananas, coffee, sugar) declined significantly and, also, between 2010-2020 (bananas, coffee, cocoa, bauxite and sugar) further declined. A positive development is, between 2000-2020, exports of non-traditional products were increasing.

While exports of services (primarily tourism) increased up to 2019, the level of imports exceeded the combined exports of goods and services. In 2019, export of goods and services combined was 38% of GDP. In 2010, they were 31.3% of GDP. Even with a decline, total imports in 2020 were valued at US$4.7 billion with a deficit of US3.5 billion. Tourism in 2020 registered a drastic decline in earnings of about 55% of the US$3.9 billion earned in 2019 thus putting earnings possibly in the region of US$2.1 billion.

Further on trade in services, except for tourism, it is still not possible to assess Jamaica’s Trade in Services by services provided and country to which it is exported because disaggregated trade in services statistics is still not collected. Trade in services, under the WTO General Agreement on Trade in Services (GATS) and bilateral and plurilateral trade agreements, also assumes a well-educated and trained labour force capable of trading their services.

Regrettably, the Statistical Institute of Jamaica’s 2018 Survey of Living Conditions shows that the majority of Jamaica’s labour force, about 69%, have minimal to no academic qualifications or tertiary level professional or skills training and certification. Note that temporary seasonal migrant labour programmes are not classified as trade in services in trade agreements.

To access some services markets, for example, in the European Union (EU) and Latin America, fluency in a foreign

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JMEA E-MAGAZINE MAY 2021

The high crime rate in Jamaica is also an inhibitor to production and export in Jamaica.

As a small, open developing country, Jamaica must be actively engaged in the robust export of goods and services to stimulate economic growth to a level consistently exceeding 3% or more. Jamaica’s level of exports at this time will not lead the country to achieving this goal. It is evident that non-traditional exports are a growth area. There is interest in Jamaican cuisine and demand for Jamaican food items. There is, however, a gap created by the fall out of traditional products which needs to be filled.

Previous Efforts It has been long recognized that Jamaica needs to improve its level of exports to be able to fully utilize the preferential market access available to the country under existing trade agreements – with CARICOM, the USA, Canada, the EU and now with the UK. In response, the initiative was taken to develop and implement a National Export Strategy (NES). The first Strategy was adopted in 2010 to be implemented over 3 years up to 2013. The second NES was formulated in 2015 to be implement by 2019. From available information, it is evident that neither of these strategies met their objectives.

A National Foreign Trade Policy was formulated and adopted in 2018 aimed at positioning Jamaica to increase exports, calling for foreign trade to be a national priority, and for a whole of government approach to be taken working with the private sector. An Economic Diplomacy Programme was recently announced with a Memorandum of Understanding (MOU) being signed between the Ministry of Foreign Affairs and Foreign Trade and Jamaica Promotions

Corporation Ltd (JAMPRO) to increase efforts in trade and investment promotions. Both face implementation challenges from the lack of necessary human and financial resources.

Work seems to be continuing slowly in the Trade Facilitation Task Force Secretariat as part of the process of implementing the WTO Agreement on Trade Facilitation and enabling the more efficient flow of goods across borders.

At the regional level, the implementation deficit in the CARICOM Single Market and Economy (CSME) is well known.

Since 2000, in the various national government ministries, departments and agencies, in consultations with the private sector, numerous sector and trade and trade-related policies and plans have been developed to improve production and exports. Exceptions are the lack of a national umbrella services policy and the industrial policy which needs updating.

So, on paper, there is no shortage of policies and plans for creating the enabling environment for production and export; ideas have been posited from many sources; MOUs were signed; and committees and tasks force have been established. Something is definitely missing as increased production and exports are not being realized.

The limited results declare that stakeholders are not doing something right.

How to Get it Right?

This is the question to tackle – how do the stakeholders find the right formula for success? Exports have to be treated as a national priority, a partnership between the public and private sectors as well as civil society. The Jamaican producers and traders not only need to maintain and grow the increase in exports of non-traditional goods (ackees, yams, breadfruit, sauces, etc) but also to fill the gap left by

46.

the fallout in the traditional exports in practical and manageable steps.

In this regard, they need to look at bringing to the market more products and new products (value-addeds) tailored to meet the demands in a sustainable way. Renewed efforts in market intelligence and strategy for exports must be given high priority. This should be supported by focused innovation and serious investment in research and development, advancing work done by agencies such as the Rural Agricultural Development Authority (RADA), the Scientific Research Council and by other innovators in the public and private sectors and academia. Full advantage should be taken of the Intellectual Property Rights regime which should be further strengthened where necessary.

These efforts to revitalize Jamaica’s goods exports must advance together with determined efforts to

Recovering Growing

language, Spanish/French, would be an asset.

Continued on Page 49

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JMEA E-MAGAZINE MAY 2021

expand trade in other services. Where possible, service providers should be assisted in accessing markets and securing the necessary certification/accreditation to compete. E-commerce presents tremendous opportunities to expand trade in goods and services often with much reduced overhead and exposure as compared to traditional physical means. This is an area in which work needs to be done to ensure that our producers and service providers are able to maximize opportunities to exploit this new frontier of trade. While addressing these core challenges, Jamaica’s stakeholders need to ensure that their trade strategy and agenda address climate change, greening the economy and sustainability. The educational system and training has to be propelled towards achieving better results if Jamaica is to have a knowledge- based economy.

With the hiatus provided by COVID-19, the private sector must seize the opportunity to reflect on what has been done, where the failures are, and determine what practical steps can be taken to find success. Securing needed human and financial resources will be important. The private sector should also be:

µ identifying products which might have significant, sustained demand in the markets of their interest through market research; µ determining whether the facilities and materials exist to produce the quantities demanded, long-term and with consistent quality; µ prioritizing meeting international standards for products and food safety: and µ determining how the cost of production affects a product’s competitiveness including the cost of marketing (advertising).

products to their tastes. Further strategic measures must also be taken to exploit the opportunities provided by tourism as an on-shore export market for agriculture and the creative/cultural industries.

RECOVERING & GROWING Continued from Page 46

For trade in services, the private sector needs to cooperate with STATIN to facilitate the collection of services statistics and there should be collaboration with government in training the work force and improving the school-leaving results.

Some of this work may have already started.

What is clear is that it is necessary to have goods and services and levels of exports which can contribute to building a sustainable future in trade. This means that to achieve sustainable economic growth and development, the private sector, as trade operators, must be able to move to winning ways in foreign/regional export markets. Thus, the private sector united at the national and regional levels, has to step up to a more effective leadership role in the partnership to increase exports and to make trade a real engine of growth in Jamaica’s push to build back better.

What is clear is that it is necessary to have goods and services and levels of exports which can contribute to building a sustainable future in trade.

Increasing sales would benefit from strategies to influence consumer taste and, where necessary, adapting

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JMEA E-MAGAZINE MAY 2021

Thinking Beyond the Pandemic: Exports During & After

What you should also know is that your presence is needed in Canada.

Your product is needed as the demand for ethnic and organic food continues to increase. The Market continues to grow because of Canada’s pro-immigration policies.Canada also has an affluent and sophisticated consumer base with a strong appetite for what we offer in Jamaica: organic, specialty and health foods. There are also opportunities for Jamaican beverages, spices, condiments, baked products, convenience food and canned foods. The market therefore offers a wide range of opportunities for Jamaican Manufacturers and Exporters.

Contributed by: Shelly-Ann Murphy, PhD, International Trade and Investment Policy Expert.

T

he world is still fighting a pandemic, and as we deal with its impact on international trade, like shipping delays and higher cost of freight, we must also acknowledge and embrace the opportunities that come with it. Companies must plan to seize these opportunities during and after the pandemic.

It wasn’t long after the pandemic kicked into high gear that it became apparent how dependent we are on food supply and the systems that support its distribution. If one thing is clear, it is the fact that demand for food and food products soared astronomically in the early days of the pandemic and long after. Like much of the rest of the world, the Canadian market has not stopped consuming. Many key industries have kept expanding and continue to hire thousands to keep up with demand throughout the pandemic. Companies that capitalize on this surging demand will be well placed to reap several benefits by carving out a lucrative share of the Canadian market.

Today, I’ll focus on the food and drink industry for Jamaican manufacturers and exporters. There exist several unique opportunities within the Canadian food industry for Jamaican exporters and I’ll be elaborating more on these in the following paragraphs.

While certain goods are prohibited from entry into Canada, others are highly regulated. The Canadian dairy industry is one such industry that is protected against high volume imports of foreign dairy products.

Therefore, this industry is vastly regulated and carries with it a high rate of import duty.

Canada and Jamaica do have a trade agreement in place, called the Canada-Caribbean Community Free Trade Agreement. I highly recommend getting familiar with it. This agreement has helped to strengthen trade between Canada and specifically Jamaica. The CARIBCAN agreement, though asymmetrical has been extended until 2023.

Continued on Page 53

51.

Canada & Jamaica have a trade agreement in place, called the CanadaCaribbean Community Free Trade Agreement.

JMEA E-MAGAZINE MAY 2021

THINKING BEYOND THE PANDEMIC

GETTING EXPORT

READY R

Continued from Page 51

There are a number of things that you must keep at the forefront of any plan to get export ready for the Canadian market:

Labelling your Products for Canada

Packaging Regulation in Canada

µ All food products require basic food labelling. Labels for consumer goods must include: product identity declaration in both French and English; net quantity in metric units; supplier’s name and address, ingredient and allergens list, durable life date and nutrition information.

µ Packaging must meet the requirements that are set out in Canada’s Consumer Packaging and Labeling Act.

µ Canada is a bilingual country which means products sold in Québec must have French labelling displayed in equal prominence to English. This requirement extends to all labelling.

µ Consumer products must also comply with the Consumer Packaging and Labelling Regulations.

Product Liability Insurance for doing Business in Canada µ You should consider taking out product liability insurance if you manufacture or supply a physical product.

Since the pandemic began, we have also seen a lot more online shopping, noticeable trends in food consumption such as a move towards more plantbased proteins has also increased. This means that your business could pivot and offer your products through a grocery using only their e-commerce platform, as e-commerce allows you to reach markets that you would never have considered otherwise.

Finally, the market is very competitive and highly developed. Consumers are sensitive to both quality and price, and a slight change in price will be immediately noticed. You should ensure that what you’re bringing to the market is something new and different.

Whether you choose to target the Caribbean or Black Diaspora or you have a generic product for the market in general, the opportunity exists as long as taste and cultural preferences are kept at the forefront.

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You should ensure that what you’re bringing to the market is something new and different.

JMEA E-MAGAZINE MAY 2021

Trade Agreements Enhance Export Competitiveness

Contributed by: Douglas Webster, Trade Administrator/ CEO, Trade Board Limited

W

e are living in undeniably tough times, consequent on the global ravages of the COVID-19 pandemic.

This has had powerful and adverse effects on many sectors of society and the economy. However, all is not lost.

One thing that we can draw on, objectively and empirically as evidence of hope, is that there are many industries and firms that have continued to do well and in fact better than before, even in the face of the negative effects of COVID-19. Such performers

Preferential Trade Agreements are: Generalized System of Preferences (GSP) – Some of the countries to which Jamaican products and produce can be exported at low or no duty are Australia, Belarus, Japan, New Zealand, Norway, Russia and Switzerland.

1.

54.

The US Caribbean Basin Initiative (CBI) – Most Jamaican products and produce being exported to the United States of American are eligible for duty free access.

2.

Trade agreem The Caribbean/ Canada Free Trade Agreement (CARIBCAN) – Most Jamaican products and produce being exported to Canada are eligible for duty free access.

3.

JMEA E-MAGAZINE MAY 2021

are exemplars for others. This gives an indication that with sufficient innovation and creativity on your part as exporters, especially those small exporters that possess a nimbleness that larger players may not, you can still do well. In particular, a small open economy such as Jamaica’s is in constant and urgent need of foreign exchange, hard currency. That’s the very lifeblood of the Jamaican economy.

What are Trade Agreements?

Trade agreements are the arrangements between/among countries that define their trading relationships. They are important means by which you can export your goods and services under preferential terms into the markets of other countries. The benefits of exporting under these agreements can be substantial.

Benefits of Trade Agreements

Companies which apply for the certification of products approved for export under any of the trade agreements being managed by the Trade Board Limited will benefit from preferential treatment on their exported products. This arrangement will enable greater competitiveness in these markets since exporters can sell domestically produced goods with the payment of lower or no duties. Trade agreements are designed to reduce or eliminate barriers to entry, increase access to markets and with the right mix of promotional strategies, boost exports and thereby economic growth.

Nine Preferential Trade Agreements

So, I urge you in this export month and beyond to take advantage of opportunities that exist by tapping into the nine (9) preferential trade agreements under the auspices and custody of the Trade Board. Through these agreements, you can benefit from duty relief which will make your products more competitive in various destination markets. These nine (9) preferential trade agreements are shown below.

ments are the arrangements between/among countries...

CARICOM - Some of the countries to which Jamaican products and produce can be exported at low or no duty are members of the CARICOM Single Market which include Anti-

4.

gua & Barbuda, Barbados, Belize, Dominica, Grenada, Guyana, Suriname, Montserrat, St. Kitts & Nevis, St. Lucia, St. Vincent & the Grenadines and Trinidad & Tobago.

CARICOM/Venezuela – Most Jamaican products and produce being exported to Venezuela are eligible for duty free access.

5.

55.

CARICOM/Colombia – Most Jamaican products and produce being exported to Colombia are eligible for duty free access.

6.

JMEA E-MAGAZINE MAY 2021

Preferential Trade Agreements are: Continued from Page 55

CARICOM/Dominican Republic – Most Jamaican products and produce being exported to the Dominican Republic are eligible for duty free access.

7.

CARICOM/Costa Rica – Most Jamaican products and produce being exported to Costa Rica are eligible for duty free access.

8.

Contact us at the Trade Board Limited for additional information via 876-967-0507 or info@tradeboard.gov.jm. With that, I wish you well for the remainder of National Exporters’ Month, May 2021 and beyond.

CARICOM/Cuba – Most Jamaican products and produce being exported to Cuba are eligible for duty free access.

9.

Trade agreements reduce or eliminate barriers to entry & increase access to markets.

56.

Same great product, improved Label!

JMEA E-MAGAZINE MAY 2021

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

Access to Finance through Access to finance A Profile of the Partnerships: through partnerships with the finan-

Jamaica Manufacturers and Exporters Association (JMEA)

T

Welcome to the JMEA!

cial sector, private equity schemes and grant funding.

Market Research & Export Services: Research and prepara-

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

JMEA/FedEx Discount Programme: Allows members of the

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

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

he Jamaica Manufacturers and Exporters Association (JMEA) is an amalgamation of the then Jamaica Manufacturers’ Association (JMA) and the Jamaica Exporters’ Association (JEA) 1n 2018 and is the largest Association in Jamaica representing the productive sectors involved in manufacturing, primary production and the provision of services for the domestic and export markets. The JMEA continues to be the leading voice for manufacturers and exporters and remains resolute in its pursuit to advance the conditions in which the productive sector operates and promote Jamaican brands both locally and internationally.

port substitution and exports of quality products and services. The JMEA understands that export-led growth turns economies around and by thinking differently, through branding, linkages, selling beyond traditional markets and developing other innovative ways of promoting local products and services, export growth and profit are achievable.

Still not a member? Do not sit on the sidelines. We will help you expand your market reach from domestic to international spheres. Become a part of our extensive network and let us help take your business across borders.

Trade Opportunities: The provision of several platforms to promote members’ products locally and overseas including our flagship biennial Expo Jamaica and Jamaica International Expo (JIE), the Buy Jamaican…

Build Jamaica Campaign and trade missions.

Our members have continued to be brand ambassadors for Jamaica through product innovation, im-

The experienced JMEA directors and staff provide unmatched support and services in the areas such as:

Capacity Building: Through regular internal and external seminars and workshops.

58.

Business Development: Ser-

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

JMEA E-MAGAZINE MAY 2021

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

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

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

Business Operations: Guidance on starting and operating a manufacturing and or export business.

OVER 400 MEMBERS STRONG, AND YOU CAN BE A MEMBER TOO! We represent exporters and manufacturers in the following sectors: µ Mining and Quarry µ Agriculture, Forestry and Fishing • • •

µ µ µ µ µ

Crops and Animal Forestry and Logging Fishing and Aquaculture

Electricity, Gas and Petroleum Information and Communication Arts and Entertainment Professional Services Manufacturing • • • • • • • • • • •

Food and Tobacco Products Beverages Textile, Apparel and Leather Products Wood and Furniture Products Printing and Paper Products Packaging Products Chemical and Pharmaceuticals Products Rubber and Plastic Products Mineral and Metal Products Electrical, Electronics & Optical Products Other Manufactured Products

JOIN TODAY in 5 Easy Steps

1. Call our office at 876922-8880-3 or email us at jmea@jmea.org to request registration form.

2. Pay initial subscription fee, calculated upon receipt of your application.

3. After the fee is paid, your application will be presented to the Board of Directors for approval at its meeting, held monthly.

4. Approved applicants will be notified, pending a site visit to business/factory location.

5. New members are presented with a Membership Certificate and a New Member’s Package

containing valuable information, including a complete list of incentives and benefits.

Contact Details: 922-8880-3 / 922-8869 jmea@jmea.org www.jmea.org thejmea_ thejmea_ JMEALimited