NATIO NALEX NATIO NALEXPO RTERS’ M O NTH V O L1. I S S UE 1 M AY 2020
THE IM PACT O FCO V ID 19: AN O PPO RTUNITY TO REV O LUTIO NIZE THE JAM AICAN ECO NO M Y ? Like many other Jamaicans and people the world over, the COVID-19 pandemic caused...
G RO W ING EXPO RTS IN UNCERTAIN TIM ES: NO BETTER TIM E THAN NO W International trade plays an important role in Jamaica’s economy because it...
JMEA
GROW ING E XP ORTS IN UNCE RTA IN TIM E S M O RE IN SIDE
M AY 20 20
| NEWSLETTER
GROWING EXPORTS IN UNCERTAIN TIMES
www.seprod.com
NEWSLETTER | MAY 2020
National Exporters’ Month 2020. Undoubtedly, this year’s theme “Growing Exports in Uncertain Times” aptly captures the existing climate 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 His Excellency The Most Honerable Sir Patrick Allen ON, GCMG, CD, KSt.J
challenges presented by the pandemic, Exporters’ Month 2020 provides a timely opportunity for the association to showcase the strides made since its inception, but more 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 This experience has not only served to to position ‘Brand Jamaica’ as a force highlight the susceptibility and chal- to be reckoned with in the local and lenges faced by many Jamaican busi- international marketplace. nesses, but it has also re-emphasised the pivotal role that manufacturers I applaud the commitment and efforts and exporters of goods and services of the JMEA and its members, and trust will play in helping to rebuild Jamaica’s that Exporters’ Month 2020 will be a economy. The unfavourable prevailing source of inspiration for all. economic conditions has also served as a catalyst for all industry players to The sky’s the limit when we work tothink outside of the box in all spheres gether! of life, embrace new and developing markets and position themselves and their companies to succeed.
True to form, the JMEA remains steadMy heartiest congratulations to the fast in its vision to promote the deJamaica Manufacturers and Exporters velopment of the manufacturing and Association (JMEA) on the launch of its export sectors in Jamaica. Despite the
NEWSLETTER | MAY 2020
A MESSAGE FROM PRIME MINISTER
The Most Hon. Andrew Holness ON,MP
As Jamaica and the rest of the world face COVID-19, companies and organisations revolutionise the way they do business to maintain economic stability and drive growth. One such organisation that has sought to grasp opportunities to position
itself for sustainable growth is Jamaica mains confident in the JMEA’s ability to Manufacturers and Exporters Association continuously improve the country’s com(JMEA). petitiveness in the global market while representing the interest of the manuEach year May is celebrated as Exporters’ facturing and exporting sector. month. I am therefore pleased to bring greetings to all stakeholders. I commend the JMEA for its remarkable work in achieving sustainable growth Over the years, JMEA has fulfilled its man- for the country in the past the work it date to strengthen its member companies continues to do to represent manufacturthrough representation, services, support, ers and exporters in several sub-sectors offering improved access to finance and and institutions. I must also commend equity for its members through partner- the leadership of the Association for the ships, and the leveraging of networks. strategic expertise used to guide JMEA Through these core functions, the JMEA and Exporters at large to expand their has made a vital contribution to the na- global footprint by venturing into untion’s Gross Domestic Product (GDP) for chartered territories during this time of over 70 years. change. Indeed, the best innovators are those who change their tactics and reUndoubtedly the JMEA is a driving force invent themselves to compete globally. for the productive sectors, serving, promoting, and advocating for manufac- As JMEA celebrates Exporters’ month unturing. The Government has policies in der the theme “Growing Export in Uncerplace to retain export jobs, earn foreign tain Times”, I encourage all stakeholders exchange, and contribute to rebuilding to remain steadfast in the words of your Jamaica. motto to “Produce Local, Export Global”, and grasp opportunities that will come as Indeed, the government of Jamaica re- the global market diversifies.
NEWSLETTER | MAY 2020
the nation continues to combat the on your vast collective experience. In effects of the COVID-19 pandemic on the long run, the Jamaican economy the economic and social livelihoods of will be the beneficiary. Jamaicans. May God’s richest blessing continue to The JMEA has confronted the chal- attend your activities at the JMEA and lenges posed by the ongoing pandem- your businesses. ic which threatened the normalcy of manufacturing and export operations and which has disrupted the livelihood of our people. The association has risen to the challenge and assisted where it could which provided a necessary life line to many citizens who have been challenged by the present circumstances. A MESSAGE FROM Factoid: THE OFFICE OF THE LEADER I note also that the JMEA and its memOF THE OPPOSITION bers have also been supporting the need for continued fiscal prudence and Dr. The Hon. Peter Phillips macro-economic stability, while at the µµ Contributed 7.1% to same time expressing its concern about GDP in 2019 and I join with the people of Jamaica in the foreign exchange market volatility, grew by 0.5% recognizing and extending sincerest which affects prudent planning. I enµµ Exported US$16.1 congratulations to the Jamaica Man- courage you to continue your mission Million in value in ufacturers and Exporters Association as a strong development partner, offer2019 (JMEA) for the staging of yet anoth- ing support when there is need for coner National Exporters Month, even as structive criticism or alternatives based
Agriculture
NEWSLETTER | MAY 2020
nomically, despite the increasing financial fallout from the Novel Coronavirus (Covid19) Pandemic, which has not only halted the operations of many businesses but has also demanded a change in how we do business, locally and globally. While the economic impact of Covi19 is still being calculated, our determination and strategic focus must also be galvanized by steeled determination to surmount the deleterious effects of this disease.
A MESSAGE FROM
MINISTER OF INDUSTRY, COMMERCE, AGRICULTURE AND FISHERIES THE HON. AUDLEY SHAW CD,MP
As we mark National Exporters’ Month for 2020, we are confronted with the unprecedented challenges of maintaining our export-thrust and holding strain eco-
I know our exporters are not daunted by the times. Our tenacity and fortitude gained over the previous years’ storms will see us through. As we navigate these uncertain times together, the quest now is to dominate our current markets while cementing our footholds in others. From the micro, small and medium sized exporters to the larger producers, Jamaica’s mission now is to innovate our way through this crisis and leverage all available opportunities as the exports of goods and services will play an even greater role in the recovery and sustainable economic growth of Jamaica.
This year’s theme ‘Growing Exports in Uncertain Times’ resounds deeply with our collective mindsets of improving our import substitution. Fortunately, Jamaican producers were already focused on diversification and innovation and have ventured into unchartered territories, expanding their footprint on the global As we celebrate another National Exporters’ Month, I salute the efforts of sphere. exporters as, together, we work toward Further, Jamaica continues to command continued and collective national growth the respect and appetite of several key and wish for all safe and sustainable sailmarkets and I applaud our forward think- ing through these uncertain times. ing exporters who have stepped up to the
the pandemic, so far, on the economy after the 2020/2021 Budget. The GDP fallout is 5.1% and the projected budgetary shortfall is $120 billion. The fall in revenue estimates is $81 billion, requiring cuts to the capital budget of some $28 billion.
The task force on the Re-opening of the Economy is due to report its recommendations. However, if export manufacturing and services are to drive economic growth in the postCOVID-19 environment, the following issues arise:
These statistics paint a daunting picture of the state of the local economy. Fortunately, the engine of economic growth, the private sector, is capable of rising to the challenges facing our country. Export manufacturing, the most competitive segment of the manufacturing sector, has to overcome several challenges to enter foreign markets, which determines success or failure.
The safe opening of the borders to allow exports/imports requires coordination by governments at the regional and international levels in lifting restrictions.
The Opposition is encouraging the leadership of the JMEA, its membership, and workers to “go for it,” beAMB. G ANTHONY HYLTON cause when export manufacturing Exporter’s Month 2020 is taking place grows, we All win! Its success drives after the First Supplementary Estimates economic and job growth, and the forof Expenditure provides the clearest eign exchange earned eases the counpicture of the extent of the fallout from try’s balance of payment problems.
Collaboration across industries to ensure the opening up of the economy on a sustainable basis. For example, growth in export manufacturing requires collaboration with the tourism,
A MESSAGE FROM
Shadow Minister, Industry, Competitiveness & Global Logistics
6
challenge of meeting these needs and reiterate the government’s readiness to provide the necessary support.
NEWSLETTER | MAY 2020
Lifting of border measures will enable the re-building of broken logistics and supply globally requiring redesign of supply chains generally.
Continued on Page 7
NEWSLETTER | MAY 2020
agriculture, and transport logistics sectors.
Government assistance for the micro, small, and medium enterprises (MSME) sector will be necessary during/afShifts in the digital economy, occur- ter COVID-19, as the revival of the ring before COVID-19, has gathered sub-sector is vital to the inclusion of momentum since then. Embrace of MSME firms in the export manufacturthe Fourth Industrial Revolution is an ing sector. imperative for businesses, government, consumers, and society at large. Tech- These issues must be prioritized, if exnology will assist the increased produc- port manufacturing is to continue to tivity of the manufacturing sector and generate growth sufficient to help the export manufacturing competitiveness. economy survive the Great Lockdown. are often the unsung heroes of Jamaica’s economy. This year’s theme, “Growing Exports in Uncertain Times”, is a perfect description of JAMPRO’s goals for exporting in 2020, as we partner with the Jamaica Manufacturers’ and Exporters’ Association (JMEA) to help you expand your presence internationally. This partnership is critical now more than ever; the Coronavirus disease pandemic has negatively impacted Jamaica’s exporters with issues like disruptions in logistics and decreased access to raw materials. However, it has also created opportunity. Exporters are adapting to A MESSAGE FROM the less than friendly conditions and THE PRESIDENT OF JAMPRO are using innovation to meet the demands of the COVID-19 world, all while MS. DIANE EDWARDS trying to protect the health of themselves, their families and their employees. At JAMPRO, we are inspired to see JAMPRO ready to support Jamaica’s this resilience and ingenuity, we believe exporters during and post-COVID-19. that Jamaica has significant potential in export markets. JAMPRO is pleased to support the annual National Exporters’ Month, a time In a JAMPRO commissioned study that of recognition for our exporters who was recently completed by Euromon-
itor, it was estimated that Jamaica is missing out on USD$61.2 MN in untapped market potential in the United States of America, United Kingdom and Canada. That’s just three markets that we must work harder with Jamaica’s exporters to fully penetrate and there are many more. We must revisit value-added agricultural products and develop markets for foods like crustaceans, coffee, roots and tubers; we must further boost our capacity to export IT-enabled services and we must look at what we are manufacturing and think of opportunities in healthcare and other sectors. This year will have its challenges, but I am confident that Jamaica’s exporters will receive support, and opportunities for business will grow after the COVID-19 crisis. If you are unsure about your next step, contact JAMPRO, we will be sure to help. Let’s work together - we’re ready to help you through this crisis, and beyond.
Factoid:
Manufacturing Stimulates Growth & Builds Linkages µµ µµ µµ µµ
Contributed 8.6% to GDP in 2019 Exported US$1,586 Million in value in 2019 Employed 73,100 persons as of the fourth quarter of 2019 CARICOM Exports grew by 17.7% in 2019
NEWSLETTER | MAY 2020
7
NEWSLETTER | MAY 2020
ment that we could not have predicted. This environment provides the perfect opportunity for us as a nation to assess and intensify our efforts towards maximizing Jamaica’s export potential.
A MESSAGE FROM
The PRESIDENT OF the JMEA
MR RICHARD PANDOHIE The world’s economy has been tested in unimaginable ways triggered by the outbreak of the novel Coronavirus (COVID-19). Similarly, Jamaica has been combatting the ripple effects, which have impacted all sections of our society. Though these are challenging times, our economy must continue to reposition itself to a state where it will recover and thrive. As we celebrate National Exporters’ Month, the theme ‘Growing Exports in Uncertain Times’ is most fitting as we have found ourselves in an environ-
8
NEWSLETTER | MAY 2020
have been successful in the 50 per cent reduction in export fees at the Jamaica Agricultural Commodities Regulatory Authority (JACRA) and the Trade Board Limited. Additionally, we have pioneered the formation of the Export Jamaica’s reputation has long been Growth Team where our mandate will underpinned by tenacity. Recently we be to action other initiatives dedicated have witnessed local manufacturers to reducing export barriers. and exporters using the opportunity provided by Covid-19 to launch into The JMEA has been using targeted pronew markets, for example Quality In- grammes to build the export capacities corporated exporting their first ship- of our members particularly MSMEs ment of tissue to the United Sates and and is a key partner of the Export Max Pioneer Manufacturing exporting their III Programme where we provide advofirst shipment of bleach to the Cayman cacy and mentorship. Islands. There are many such examples locally of companies identifying and Export has always been a key pillar in pursuing opportunities in these uncer- the economic foundation of Jamaica tain times. Many more opportunities and in order to proceed on a path of exist. Presently, CARICOM imports 80% growth, there must be systems in place of their food or approximately US$4 that truly support the export potential billion, and as such, entities within the of local businesses. To ensure the conAgro-processing space should begin tinued viability of Jamaican exporters, tapping into the Caribbean region as we must be strategic, responsive, resila key export market. ient, and innovative in highlighting Jamaican brands to the rest of the world Within moments of difficulty, there lies and expanding our global footprint. opportunities and our aim must be to continuously seek out those opportu- As Jamaicans we have always been a nities if we are to survive and grow. resilient people and I have no doubt that as we work together, we will overThe Jamaica Manufacturers and Ex- come this challenging period and conporters Association (JMEA) commits to tinue to develop and shape the legacy continue supporting our export sector of Brand Jamaica. and have formed key partnerships to reduce barriers to trade. Already, we Happy Exporters Month 2020!
Growing Exports in Uncertain Times: No Better Time Than Now
tion (WTO), global trade is expected to plunge by between 13% and 32% in 2020 as the COVID-19 pandemic disrupts normal economic activity and life around the world. WTO economists believe the decline will likely exceed the trade By Joel K. Richards, International slump brought on by the global finanTrade Specialist based in Geneva, cial crisis of 2008-09. Switzerland. As a small open economy which relies heavily on international trade, the curIntroduction rent shock to global trade will undoubtInternational trade plays an important edly have a major negative impact on role in Jamaica’s economy because it Jamaica’s economy, a situation that no creates jobs, improves the national other country is immune to. Current exwelfare, generates foreign exchange ports are likely to contract in the short earnings and savings, provides oppor- to medium-term while the crisis is also tunities for economic development, likely to further expose the decades old and furthers Jamaica’s integration into structural constraints that affect Jathe global economy. Trade as a percent- maica’s participation in international age of Gross Domestic Product (GDP) trade. Nonetheless, moments of crisis for Jamaica was reported at 89.03% by can sometimes spur fresh thinking and the World Bank in 2018 and this em- there is no better time than now for phasizes the centrality of trade to the government, academia and the private nation’s economic wellbeing. to pool their resources to boost exports. Notwithstanding the importance of international trade to Jamaica’s economy, there is a feeling that the country, like many other developing countries, has not been able to reap the full benefits from its participation in global markets. In Jamaica’s Trade Policy Framework published by the United Nations Conference on Trade and Development (UNCTAD) in 2015, the government’s assessment was that the country had underperformed over the previous 20 years. According to the publication, this underperformance was characterized by limited export growth and increased imports, as well as continued dependence on a few export products that have lost competitiveness. The consequence of this underperformance was that Jamaica had experienced insufficient development gains from trade, in terms of increased wealth and employment generation.
Jamaica’s Trade in Perspective Jamaica exports over 1,600 products to approximately 119 countries and imports over 3,700 products from 115 countries. According to World Bank data, the total value of Jamaica’s exports stood at US$1.3 billion in 2018, while the total value of imports was roughly US$5.8 billion, leaving a trade deficit of over US$-4.5 billion. To demonstrate the narrow export base mentioned previously, Jamaica’s top 5 exports account for nearly half of all exports. The top 5 exported products from Jamaica are Aluminium Oxide (over US$ 500 million); Petroleum Oils (over US$ 230 million); Aluminium Ores and Concentrates (over US$ 92 million); Rum and Tafia (over US$ 40 million); and Beer (over US$ 34 million).
5 export markets for Jamaica are the United States (41.06%), Netherlands (12%), Canada (9.59%), United Kingdom (3.93%) and Iceland (3.88%).
Jamaica’s Export Potential According to the International Trade Centre (ITC), the total untapped export potential for Jamaica stands at US$528.5 million. Put differently, Jamaican exporters are currently foregoing in excess of US$500 million in export revenue. This figure serves as further vindication for the notion that the country’s exports have been underperforming in recent decades. Based on the ITC’s database, some of the products for which Jamaica has significant export potential are: µµ Rum (US$64.4 million in untapped export potential); µµ Coffee, not roasted, not decaffeinated (US$37 million in untapped export potential); µµ Roots and tubers (US$26.9 million in untapped export potential); µµ Beer (US$24.5 million in untapped export potential); and µµ Bread, pastry (US$17.5 million in untapped export potential). Some of the markets (outside of the top 5 markets listed previously) for which there is untapped potential for Jamaica’s exports are: µµ Germany (US$57.2 million in untapped potential); µµ Russia (US$55.5 million in untapped potential); µµ China (US$12.5 million in untapped potential); µµ Guyana (11.4 million in untapped potential); and µµ Trinidad & Tobago (US$9.9 million in untapped potential).
Jamaica’s exports are also concentrat- Growing Exports: A Potential Blueprint Against the backdrop of the novel coro- ed in terms of export markets, with the navirus (COVID-19) pandemic, interna- top 5 importing countries for products Given the uncertain economic environtional trade has come under pressure. exported from Jamaica accounting for Continued on Page 12 According to the World Trade Organiza- just over 70% of total exports. The top
NEWSLETTER | MAY 2020
11
ment, with basically all countries and regions experiencing economic contraction, it goes without saying that this is a very challenging environment in which to grow exports. However, it is important to do the groundwork now to capitalize on the trading environment when the world economy rebounds as there will likely be a surge in global demand for goods. Even during the crisis, there is an existing demand for goods such as personal protection equipment, hygiene products, medicines and certain medical devices. To grow exports, in both certain and uncertain times, the following measures are being proposed: Commercial banks and other entities providing financial services have a role to play in providing favourable terms of credit for manufacturers to purchase equipment, expand existing plants or build new ones. Commercial banks and other financial entities can provide spe-
cial credit envelopes specifically for manufacturing firms. Government also has a role to play by providing tax incentives for companies that manufacture and create jobs in Jamaica. These tax incentives can consist of tax measures such as job tax credits for manufacturers that create and maintain a certain level of jobs; investment tax credits for manufacturers that make certain types of capital investments to expand, upgrade or build new facilities; renewable energy tax credits for manufacturers to transition to renewable forms of energy; and research and development (R&D) tax credits for manufacturers that make qualified investments in R&D. Furthermore, particularly for small and medium enterprises (SMEs), some of which may shy away from the commercial banking sector, government can also play a greater role in facilitating stable access to finance through special-purpose credit
facilities specifically for SMEs engaged in manufacturing and exports. Strengthen links between the agricultural and manufacturing sectors to encourage value-added food production. Manufacturers should invest in higher levels of automation, including robotics and artificial intelligence to enhance productivity, product quality and consistency; cut waste and improve the value chain. The role of e-commerce cannot be overstated. According to UNCTAD, e-commerce sales hit $29 trillion globally in 2019, up 13.2% from 2018. Furthermore, UNCTAD also estimates that 1.45 billion people, or one-quarter of the world’s population aged 15 and older, made purchases online in 2018. The use of electronic means and the internet can make the process of initiating and doing trade significantly easier, faster, and less expensive. Doing business in the 21st century, whether in manufacturing or any other field, requires an aggressive e-commerce strategy. Therefore, manufacturers need to invest in the required e-commerce platforms, while government needs to focus on creating the enabling environment for e-commerce to thrive by fast-tracking the legal and regulatory reforms needed to facilitate e-commerce.
Conclusion
“ 12
NEWSLETTER | MAY 2020
Finally, manufacturing is a vital part of a healthy economy. More so, an exporting manufacturing sector makes an economy even healthier. Therefore, it is incumbent on all stakeholders to shore up manufacturing in this moment of global crisis to ensure that the sector can withstand the pressures of a global downturn whilst being positioned to capitalize on the global rebound when it happens.
Against the backdrop of the novel coronavirus (COVID-19) pandemic, international trade has come under pressure.
The Impact of COVID 19: An Opportunity to Revolutionize the Jamaican Economy? André Gordon, Ph.D., CFS, CEO, Technological Solutions Limited & Past President of The Jamaica Exporters’ Association
Like many other Jamaicans and people the world over, the COVID-19 pandemic caused by the Novel Coronavirus SARSCoV-2 has been a challenging experience to come to terms with, seeming often to be the stuff that dreams (actually nightmares) are made of. 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. Excellent examples of national responses are those of 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 and, for the first time in decades, bringing fresh Jamaican foods back to our tables in abundance. So too are the roles of the private sector who have been quick to adjust to process excess agricultural products as well as to fill local needs for sanitary and other items when imported supplies were compromised. 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 a long (and rocky) road ahead, where do we go from here?
“
...Jamaica needs to focus on export-led growth.
Despite the devastating impact of COVID 19 has had and is having on our lives and our economy, it has brought some positives. There is a renewed focus on food 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 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 in recent times by more urgent calls from JAMPRO’s Chairman, Don Wehby and the JMEA President, Richard Pandohie, the latter calling 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 Continued on Page 16
NEWSLETTER | MAY 2020
15
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 famers 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 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
16
NEWSLETTER | MAY 2020
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 1 : Tourism
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 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 on 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
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 Continued on Page 19
Manufactured for and distributed by: 4 Carifta Avenue, Kingston 11, Jamaica West Indies, Tel: 876-757-1336 | 630-1276 | 901-8434
www.pmdjamaica.com
@pioneermanufacturing
@pioneer_manufacturing
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 restarts for the winter season.
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 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.
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.
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 Exports Consumed Locally communities around the country that II: Medicinal Cannabis and have a long-standing cultural relationOther Culturally-linked ship to Cannabis and other medicinal Medicinal Products 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 Jamaica has, since 2015, been devel- medicinal ganja (and other medicinal oping a legal medicinal cannabis in- products) industry. dustry. While progress has been made, I think it is fair to say that nobody can Implementation be pleased that five (5) years later, we are yet to see the industry take its right- Space will not permit me to go into ful place as a significant contributor more details or share, at this time, to Jamaica’s economic development. other specifics and opportunities. SufAs someone intimately involved with fice it to say that all of these will have the initial setting up of the industry, to be developed by building on what including having detailed scenarios, already exists and applying creative, projections and market studies done, I synergistic targeted solutions and polcan confidently assert that, if properly icies that mutually reinforce each other done, this industry can make a mean- and make investment in these areas so ingful contribution to Jamaica’s future. attractive that entrepreneurs are natuWhen coupled with the focus now on rally drawn to them. It should be noted
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. 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: µµ expanding export earnings through the creation of new attractions, new rooms, etc. µµ specific per head purchase of local goods and services. Continued on Page 20
NEWSLETTER | MAY 2020
19
µµ 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 authentic Jamaican products. This must be coupled with punitive fines for “passing off” Indian, Chinese and goods of other origin as “Jamaican”. µµ 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.). 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 de-
20
NEWSLETTER | MAY 2020
velopment through exports and the creation of sustainable jobs in the new green economy (current mechanisms by themselves are, unfortunately, not the vehicle for this). 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.
“
...have private sector driven programmes be given the major focus...
“
µµ requirement for/provision of preferential terms if a new venture will involve local partners
Factoid:
Improve the state of the Economy
0.9%
GDP Growth Rate in 2019
9.52%
Unemployment Rate in 2019
19.2% Below the Poverty Line in 2019
4.7 B
USD Trade Deficit in 2019
96%
Rate of GOJ Debt to GDP in 2019
Sweeten Your Life With
tortugarumcakes.com
@TortugaRumCakes
@TortugaRumCakesJamaica
NEWSLETTER | MAY 2020
Shavuot International:
An Export Journey and Success Story As the winners of the Jamaica Manufacturers and Exporters Association’s (JMEA) New Exporter of the Year 2019 Award and nominated in two additional categories, Shavuot International started its journey from humble beginnings in 2014. Their motto is “Harvesting Goodness”, and as such, their first seed was planted officially in 2015, with a 100% focus in exporting premium, authentic and high-quality Jamaican products. Through extensive market and data driven research, they were able to identify existing gaps in the markets and Herbal Tea and Jamaican Black Castor Oil would have been their window of opportunity for market penetration. Shavuot International made sure that
they were able to meet the product and packaging specification standards to export both to the UK and USA, as research indicated that both markets had best potential for sustainable growth. In 2015, Shavuot International made their first entrance into the export market, successfully penetrating UK and employing two workers within a 10*10 room.
Bold Ones of Manufacturing and NCB Nation Builders Award- Young Entrepreneur of the Year and nominated by Observer Food Awards for Best Product of the Year.
Although the company was expanding, they were also facing tremendous challenges such as incorrect pricing for the export market, limited control over the value chain and a lack of affordable This was facilitated through the ac- funding for growth. Accordingly, sales quisition of two UK distributors, that were affected, and repeat sales slowed carried their four (4) product lines; Mor- down significantly. inga, Soursop, Soursop Moringa and Jamaican Black Castor Oil. The products The company then made a strategic were met with positive overviews as direction to focus on two primary both the value proposition and pack- core values: yielding high quality in aging were seen as refreshing. The year their product offerings and staff and 2015 also saw an expansion in the lo- also innovation in both their products cal space, so as to satisfy local demand. and systems. To fully accomplish this, Shavuot International describes 2016 Shavuot International invested in their as a great year of triumph with the en- value chain, given the company greater trance into the US Market, first being control in this area and also invested the state of Florida and also entered in the appropriate infrastructure to three additional markets, with even increase the quality of their products more diverse product lines. During Continued on Page 24 this period, they were also awarded the
and staff complement. This the company indicated was key, along with proper market intelligence to serve their customer base. Shavuot International stated:
“
“we want for our costumer to pick up any of our products and feel as if they plucked it themselves from the farm.”
“
Shavuot International is focused on creating a faster turnaround time, from farm to table experience, to pre-
serve the peak freshness and employs men and women from the inner-city of Wynters Pen and St. Catherine. They firmly believe in providing community development and forms partnerships in depressed communities for supply of workforce or execution of programs.
2017 – 2020 During the ensuing years, Shavuot continued to grow to now 32 employees, with an average 10,000 Sq. Ft. of factory space. The company has been able to penetrate over 13 countries across the Caribbean, North America, and UK. They continue to receive many recognitions including Scotia Vision Achievers
and the Branson Centre Winter Cohort. Throughout the years, they have faced additional challenges in market changes and consumer preferences and habits. However, what has remained consistent is their reputation of building communities, empowering team members, and producing quality that consumers enjoy. “Harvesting Goodness” will forever be at the forefront of their minds, especially with the advent of Covid-19 virus. The world now more than ever is depending on healthier options and with their core systems and values, they are ready to meet them.
Shavuot International
Exporting Tip for New Exporters and Companies µµ Never too young or late to start- It starts with just an opportunity that you have identified and accurately measuring the potential scale as to the segment of the market you can service. Ask yourself, is that need being filled and how can I make a meaningful change (pertaining to their needs/fears/concerns not your wants) that a customer can easily recognize without any help? What will drive customers to switch to your brand and is that change meaningful enough for them to do so urgently? µµ You can also link your local BSO (JMEA, JAMPRO etc. and importers of similar products). µµ Benchmarking, Standards and IPs saves lives – Find similar products, see how they are priced, branded, messaged, displayed, how they are sold and through what distribution and logistics channels. See how you can use that information to your advantage. Trademarks, patents, and standards are key protocols that all exporters must have for both entry and protection of your brand, for both your products and brand identity, particular to the region you are distributing. µµ Be afraid of Not trying than Failing – Cold calls and face to face interactions maybe the only things standing in your way of success ( learning what to do to get a yes) as it enables the beginning of a long term business relationship. Always carry your numbers at hand and sell the importer of your target market on why your product is gold and how it benefits them and their consumers. µµ Launching – Never start production until you have sufficient pre-sales. This can be done through mock-ups/ prototypes, test trials, focus groups and surveys. Present the results and demos to your potentials clients with tentative start dates. Generate a production schedule, costing of your inputs and finish good matching tentative buying schedules with your markets. µµ Always adapt, innovate and keep moving no matter what. Seek advice from persons who are experts in the industry and know the value of what your company is able to do before seeking investments. Most companies can start with savings and ongoing savings, through understanding your cashflow management systems and by scaling back the initial projects and asking for terms of credits that are payable but also reducing your receivable credit terms to allow for more cash liquidity. Remember Cash Flow is King not Cash. 24
NEWSLETTER | MAY 2020
Policy Support for Export Success in a time of Covid-19
This will be an imperative cog in Jamaica’s Covid-19 recovery, building market confidence and reestablishing the country as a prime destination for Foreign Direct Investment (FDI).
For many Jamaican exporters, turbulence has become par of the course but so too has resilience and innovation. Many of our exporters are successfully Prior to Covid-19, the JMEA had discompeting against much bigger global cussions with the Government of Jaenterprises with not nearly as much re- maica to support a “Ten Point Export sources. The JMEA commits to continue Plan” which led to the formation of the Jamaica like the world is in uncertain supporting the productive sector and Export Growth Team. Additionally, the times and is facing an unprecedent- our exporters, and key ways we have Association has put forward numerous ed challenge to contain the spread of been able to shape the dialogue and recommendations to assist with the the novel Covid-19 virus. David Jessop policy environment are through our productive sectors Covid-19 recovery efforts. writes that the growing threat emanat- lobbying and advocacy efforts. ing from the virus will be disruptive to all alike, but as with all similar events, it will pass. More telling will be the These include: greater longer-term economic impact on what was posited to be an econom1. Provide direct foreign exchange access to essential manufacturers and ically positive year for the country. exporters for the next six (6) months in the first instance to allow for payment of input materials based on invoices submitted. To be reviewed The magnanimous efforts to conon an ongoing basis. tain the virus have led to a complete change in Jamaica’s economic outlook 2. Roll out special working capital financing facility for viable micro, small and policy discussions. Finance Minisand medium enterprises (MSMEs) through the DBJ and or other Approved ter, the Hon. Nigel Clarke in his OpenFinancial Institutions and Government Agencies that currently administer ing Remarks of the Tabling of the Suploans and grants to micro and small businesses, for example, JSIF. plementary Budget on May 13, 2020 3. Freeze penalties on outstanding tax payments for six (6) months for micro, noted that the Jamaican Government small and medium enterprises is forecasting a GDP outturn of -5.1% 4. Fully operationalize the JM$600-m capital and business loan programme for the 2020/2021 fiscal year. Due to for existing, viable MSMEs at a 4.75% interest rate previously announced adjustments in the exchange rate as a by MICAF. result of the pandemic, the government is projecting an increase in debt serving 5. Establishment of e-commerce sites to promote local and export trade. expenditure to J$7.9 billion. Concom6. Eliminate the export processing Customs Administrative Fee (CAF) for itantly, Covid-19 is expected to reduce products sold through e-commerce government’s revenues to the tune of 7. Speedy implementation of the Government Procurement Offset and SetJ$81 billion, new expenditure of J$34 Aside Regulations. Pilot was to be implemented, status unknown. billion and a reduction of other inflows by J$5 billion. 8. Similarly reduce JACRA fees by 50% on imported raw materials that are utilized for further processing for re-export. The position of Jamaica in the glob9. Speedy accession to the Madrid Protocol al environment as the world emerges from this pandem10. Reduce government related port charges and fees by 50% for a period of ic will be crucial. While exsix (6) months, for example, the US105 security cess charged by the Port porting has always been Authority of Jamaica. important to Jamaica’ Once again, the JMEA is committed to your growth and recovery. Despite the s economic agenda, existing uncertainties, you can rest assured that we are here for you! never has it been more important than now.
26
NEWSLETTER | MAY 2020
Profile of the Jamaica Manufacturers and Exporters Association (JMEA) WELCOME TO THE JMEA! The 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. Our members have continued to be brand ambassadors for Jamaica through product innovation, import 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. Visit us, attend our trade shows and most importantly, become a part of our extensive network and let us help take your business across borders. The experienced JMEA directors and
28
NEWSLETTER | MAY 2020
staff provide unmatched support and services in the areas such as
tance Programme (VTA) in partnership with DBJ and training in accounting and risk management free of cost and at discounted rates through MOU with Elizabeth Sloane & Company.
1. Advocacy: Representation made to Government on matters impacting manufacturers and exporters. Several major incentives have been achieved including duty- free im- 6. Trade Opportunities: The proports on raw materials, 50 per cent vision of several platforms to proreduction in exports fees at Trade mote members’ products locally Board Ltd and Jamaica Agricultural and overseas including our flagship Commodities Regulatory Authority biennial Expo Jamaica, our biennial (JACRA). Jamaica International Expo (JIE), the “Buy Jamaican… Build Jamai2. Access to Affordable Finance: ca” Campaign and trade missions Access to finance through part- . nerships with the financial sector, 7. Advertising Opportunities: private equity schemes and grant Advertising through our email funding. Our partnerships include blast, website bulletins, newspaMOU with First Angels Network for per supplements, social media, and equity investments, non-collateralYear Planner. ized loan facility with EXIM Bank, discounted credit facilities with 8. Linkages: Tourism and distribuSprint Financial Services, collatertive trade networking and business al support under the Development opportunities through the AssociaBank of Jamaica’s (DBJ’s) improved tion’s linkage events and partnerCredit Enhancement Facility (CEF) ships e.g. Speed Networking and and other grant funding opportuChristmas in July. nities where available. 9. Incentives: Assistance with ac3. Market Research & Export quiring manufacturing and agriculServices: Research and prepatural incentives. ration of targeted market profiles to assist with penetrating and se- 10. Mentorship and expert advice curing new markets and services from renowned business leaders that assist our members with navin export and manufacturing. igating the export landscape. Also provides industry information on 400 MEMBERS STRONG, AND YOU events and trends through emails, CAN BE A MEMBER TOO! bulletins, membership meetings and research papers. We represent exporters and manufacturers in the following 4. Standards and Quality: As- sectors: sistance with implementing and acquiring required local and in- The JMEA represents manufacturers ternational standards through and exporters in the following cateJMEA’s partnership with the Bu- gories: reau of Standards Jamaica (BSJ). Members receive a 20% discount. µµ Mining and Quarry Additionally, training and capaci- µµ Agriculture, Forestry and Fishing ty building in areas such as Good a. Crops and Animal Manufacturing Practices (GMP), b. Forestry and Logging Good Agricultural Practices (GAP), c. Fishing and Aquaculture ISO 9001:2015 and more. µµ Electricity, Gas and Petroleum µµ Information and Communication 5. Business Development: Services/capacity building through Continued on Page 29 the Voucher for Technical Assis-
NEWSLETTER | MAY 2020
µµ µµ µµ µµ
Arts and Entertainment Professional Services Manufacturing Food and Tobacco Products a. Beverages b. Textile, Apparel and Leather Products c. Wood and Furniture Products d. Printing and Paper Products e. Packaging Products f. Chemical and Pharmaceuticals Products g. Rubber and Plastic Products h. Mineral and Metal Products i. Electrical, Electronics and Optical Products j. Other Manufactured Products:
JOIN TODAY in 5 Easy Steps 1. Visit our website www.jmea.org to complete the online registration form or email us at jmea@jmea. org to request registration form or visit our office located at 85A Duke Street, Kingston with a copy of TCC and Business Registration.
2. Pay initial subscription fee, calcu- Website: www.jmea.org lated upon receipt of your appli- Instagram: thejmea_ cation. Twitter: thejmea_ Facebook: JMEALimited 3. After the fee is paid, your application will be presented to the Board of Directors for approval at Board of Directors’ 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. Address: 85a Dukestreet, Kingston, Jamaica, Telephone: 922-8880-3 / 922-8869 /960-4908/ 968-5812 Fax: 922-9205 Email: jmea@jmea.org
Company Name Company’s Location/Telephone Numbers/ Email Address
COVID-19 OPERATING PRACTICES TEMPLATE MANAGEMENT
PROCESS OWNERS
COLLOBORATORS
a. Temperature checks/ questionnaires upon entry b. Self-check procedures c. Oversight and management of symptomatic employees
Supervisor/Safety Manager gathers initial data on employee illness; tests given and results; tracing activity; reports to HR; HR then follows up with affected employees and families
Plant Manager, HR, internal communications. Daily & weekly employee data aggregated by HR & internal communications; updates then provided to all employees.
2. Facility Response Plan In the event of confirmed COVID-9 Case/s
General Manager, Top Management Team.
HR, Internal Communications.
3. Personal Hygiene
Safety Manger/ HR and Supervisors
All Employees
4. Sourcing, Distribution and Rules/ Procedures for Use of Personal Protective Equipment (PPE) 5. PPE Supply: Masks, Gloves, Shields
Purchasing and Safety Managers
Internal Communications
Safety Manager and HR
All Employees
6. Enforce Social Distancing Measures
Supervisors and HR
HR and Internal Communications
7. Cleaning and Disinfecting Protocol
Safety Manager and HR
All Employees
8. Handling Deliveries
Plant and Purchasing Managers
HR Manager and assigned Employees
9. Signage
Plant Manager and HR
Internal Communications
10. Emergency Contacts
Safety Manager and HR
All Employees
11. Management of Team Communications
CEO-C/ with HR and Internal Communications
Plant Manger
12. Remote Work Personnel Policies
HR and Plant Manager
CEO-suite
Useful Tools As We Re Open the Economy
1. Plant Attendance Guidelines
a. Report case to Public Health Authorities. b. Begin quarantine and contact tracing c. Shift staggering d. Public communication (media) a. Hand washing/ hand sanitizer stations b. Clothing: entering, during and leaving work.
a. Condition and Fit b. Care and Cleaning c. Facial Hair and Mask
a. In Work Areas b. During lunch and breaks c. Check In and Check out
a. Trash Handling and Removal b. During Shift Changes c. Door Handles and Knobs d. Copiers and Fax e. Desk/Work Areas, Computers Keyboards and Screens f. Telephones g. Kitchen and Break Areas a. Trucks b. Small Packages and Mail c. Food Services d. Fulfilment Merchants e. Lobby Area a. For Visitors and Delivery Personnel b. For Employees (e.g. spacing marks)
a. Plant Response Team b. First Responders c. Family Members
a. Employees b. Suppliers c. Distributors d. Customers e. Community Representatives f. Public Health Officials
DAILY
WEEKLY
AS NEEDED
NB. This template can be edited in accordance with company policy and regulations
30
NEWSLETTER | MAY 2020
COVID-19 PRE-SCREENING QUESTIONNAIRE TEMPLATE Company’s Location/Telephone Numbers/ Email Address
EMPLOYEE
VISITOR
CONTRACTOR
Company Location: ____________________________
Name: ________________________________ Signature: _______________________ Date: ___________________ Contact No. ____________________ Age: Under 20
20–40
Time:__________________
41-60
Company: _____________________________
Temperature: ____________________________ 0C
Over 61
Please ensure that you complete this checklist for ALL persons (employees, visitors, contractors, etc) entering the Company locations. Kindly instruct the persons to answer the questions honestly to ensure accuracy. Questions
Response Please tick below
Yes 1.
No
Comment (If YES was ticked for Ques. 1 – 5, please specify in comment section below)
Are you presently experiencing any flu-like symptoms such as coughs, fever, headache or shortness of breath?
2. Is there anyone with whom you have had close contact (e.g. household, community or workplace) presently experiencing any flu-like symptoms (coughs, fever, headache or shortness of breath)? 3. Have you or anyone with whom you have had close contact (e.g. household) recently, travelled outside of Jamaica? 4. Have you or anyone with whom you have had close contact (e.g. household) recently, travelled to or is coming from any Coronavirus affected countries? Countries include: China, Italy, USA, UK, South Korea, Dominica Republic, etc.
5. Has anyone with whom you have had close contact (e.g. household, community or workplace) been affected by the coronavirus or was quarantined or isolated by local health authorities/ MOH? 6. Have you been sensitized to respiratory and hand hygiene as well maintaining social isolation in preventing COVID-19?
Screened by (PRINT NAME): _________________________________ Signature ________________________________ PRIVACY NOTICE: We are collecting the above information to (i) determine whether you may enter the company site/s and (ii) be able to contact you if any cases of COVID-19 are discovered during or after your visit to the company site/s. Our collection of this data is based on public interest, the advice of our company healthcare professionals and in the interest of protecting against serious cross-border threats to health. All the answers will be kept strictly confidential and used only for the purpose stated (it may be disclosed to the public health authorities or if the company is required for legal reasons to disclose the data).
NEWSLETTER | MAY 2020
31
Support Your Own – Buy Jamaican, Build Jamaica 1. “Buy Jamaican, Build important. Locally, Jamaica” is not just there is a strong coa mere slogan, but a alition support of the culture. It is a culture “Say Yes to Fresh” steeped in a necessity Campaign and its one to buy quality prodthat the JMEA fully ucts that are made endorses. We would locally, a culture engo even further to trenched in the proadvise “Saying Yes” ductive sectors and to all things Jamaican one which the Jamaifirst, because we recca Manufacturers and ognize the linkages Exporters Association and multiplier effect (JMEA) exports to all of doing so. Jamaicans. Above all, it is a culture whose 4. Every Jamaican prodsurvival is based on uct sold assists in creyour commitment. ating a Jamaican job; Just simply saying each productive sec‘Buy Jamaican’ will tor job creates an adnot improve our ecoditional five to eight nomic fortunes. It jobs, and those jobs requires deliberate form the foundation actions from you, of a thriving economy. and from the governEach time you make a ment, policies that purchase, you impact will sustain a move what happens to the towards consuming future of our country. more Jamaican-made An integral part of the products and services. answer to Jamaica’s economic challenges 2. ‘Brand Jamaica’ has is in our own backmade several strides, yards. The answer is and the JMEA in ‘support yuh own’. partnership with the National Commer- 5. As we pursue the cial Bank (NCB) have search for economic continued to make a recovery and growth, strong impression on buying Jamaican the Jamaican popmust continue beyond ulace through the Covid-19 and be en“Buy Jamaican, Build trenched in our daily Jamaica” Campaign. purchasing behaviour. 3. With the advent of 6. Remember now, Buy Covid-19, buying JaJamaican, build Jamaican is even more maica.
32
NEWSLETTER | MAY 2020