St. Lucia Business Focus 47

20 Yearsof CARILEC

JQs Launch AUDI Q5

Overview ofEducation &

Training

Issue No. 47 Aug 2009Issue No. 47 Aug/Sept 2009

REGULARS04. Editorial

Business Tech06. The Business of Elearning08. AIMing for Succes

Young Entrepreneur20. Jasmin Charles

Money Matters10. ECFH Turns 812. Understanding Stock Investment14. Private Sector Trade Note18. Why a Value Added Tax

Business & Government86. News in Focus88. New Appointments92. New Company Registrations

BUSINESSFOCUS Aug/Sept 2009 3

20 Years of CARILEC

Aug/Sept 2009

FEATURES EXTRASBizz BUZZ78. JQs Launch AUDI Q580. Rooster Select Unveiled

Health82. Intangible Well-Being

Business & Government 84. Events 2009

23 39 20 08

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No. 47

23. 20 Years of CARILEC39. Overview of Education & Training


BUSINESSFOCUSEditorial

A Learning CurveWhen considering education and training the concepts of foundations and

support come to mind, and the passion for learning. Some people think about how earning an education can burrow a hole in your pocket, while others think education is just for young people and young minds. However in putting this issue together the reeducation – a relatively new concept that seems to be gaining steam surfaced - soft skills training.

A person could be done with school for years. But are we ever really finished with learning? The old saying “you learn a new thing everyday” is really prov-ing to be true. One could delve into soft skills training to further your bread-and-butter-paying-job. Learning, or more imperatively the willingness to be open to learning seems to be the name of the game to furthering yourself professionally.

20 Years of CARILEC, the cover story, is a major supporter of training. Train-ing and education goes back to self-development and communication. Human resource is also becoming a major player, after all investing in education and training is in fact investing in human resources - the basis and driving force of business, even now with technological support.

Technical support is also a major by-product of learning whether it is dis-tance learning, elearning, or accessing a website to make a learning contact. The partnering of the corporate sector, both public and private to further their staff is now big business.

On a learning curve the last thing that should be desired is becoming stag-nant. Education has changed dramatically and continues to evolve. This is a positive trend, as it reflects the change in demand for a service. No matter how the rules of the education game change, the outcome stays the same, as one cannot go wrong with building on foundations.

Enjoy the issue!

Business Focus magazine is published every two months by Advertising & Marketing Services Limited (AMS), Saint Lucia.

Publisher: Lokesh Singh

Editor: Christy Recaii

Graphic Designers:Donald Brower Karin Mathurin

Advertising Sales:Cennette Flavien

Webmaster: Advertising & Marketing Services

Photography: Video Ventures | AMS | Stan Bishop CARILEC | SLASPA | SEDU | VAT | ECFHCXC | UWI | Windward & Leeward BreweryJ Q Motors | CFL | Bonne Terre PreparatoryMontessori Centre | Ministry of Education

Contributors: Stan Bishop | Amit Singh | Christy RecaiiKurt Reynolds | Fabian Glace | Alison PascalJerry E. M. George | Ayodele Hippolyte | CRNMAnn Wallace | Cleveland Sam | Thecla FitzChris Satney | Albert Smith | Perle M. AlcindorSariah Best-Joseph | Dominic Fedee | Rosalind JacksonFayola Ferdinand | Dr. Tanya Destang-Beaubrun

Editorial, Advertising, Design & Production:Advertising & Marketing ServicesP.O. Box 2003, Castries, Saint LuciaTel: (758) 453-1149; Fax: (758) 453-1290email: [email protected] www.amsstlucia.com, www.stluciafocus.com

Business Focus welcomes contributions from professionals or writers in specialized fields or areas of interest.

Reproduction of any material contained herein without written approval, constitutes a violation of copyright.

Business Focus reserves the right to determine the content of the publication.

Christy [email protected]

20 Years Of

CARILEC


The Business ofThe Business of

History and Characteristics of E-Learning

The term e-learning has been around since 1998, when the buzzword “e-business” first came into general use. Another term that expresses a similar concept is web-based training (WBT), which refers to the sort of environment that supports learning by means of browsers connected to the Internet or Intranets.

The widespread use of the Internet revolutionized business and simultaneously triggered a transformation in learning styles. Now second-generation e-learning has arrived. Today e-learning is increasingly seen not just in terms of WBT, but also rather as a hybrid concept that also encompasses the use of CD-ROM educational resources, as well as mobile terminals such as mobile phones and personal digital assistants (PDA).

The key features of e-learning include the following: • High-quality educational materials can be provided, regardless of the quality of the instructor. • Educational materials are made avail-

able in accordance with the level and progress of the learner.

• Learning opportunities can be provided to large numbers of learners simul-taneously. People can learn anytime, anywhere and at their own pace.

• Student progress and performance can be monitored in real time.

• Unlike correspondence courses, e-learning eliminates the work of dis-tributing printed materials, CDs, videos and other materials, and awaiting learner responses. Educational resourc-es can be updated in real time.

• While TV broadcasting involves one-way communications, most e-learning systems can support interactive com-

munications. • The time and costs involved in bringing

learners together for classroom training can be eliminated.

E-learning thus offers a learning enviro-ment that would not be feasible without the access and support provided by in-formation technology (IT) systems, and is evolving steadily in step with the progress of IT.

Components of E-LearningE-learning is comprised of three elements which can be compared to conventional learning methods.

1. Content Delivery MethodsContent delivery methods consists of

learning and educational resources and learning activities. Conventional learning and educational resources are either texts or tests, or combinations thereof. As is

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ability to provide instruction in real time, and the ability to give training to large numbers of people simultaneously.

Reasons for the Introduction of E-Learning

The increasing use of e-learning in busi-ness may be attributable to a number of factors. • Companies want to improve their

corporate value and enhance their competitiveness by recruiting, training and retaining talented staff.

• Workers want to enhance their employ-ability and discover learning opportuni-ties under the increasingly diversified working circumstances.

Since both workers and businesses are focused on education and learning, busi-nesses will increasingly seek to transform themselves into “learning organisations.” However, efforts to expand learning op-portunities have been inhibited by the following problems. • Classroom training often causes time

conflicts with other activities. • There is a growing amount of training

that all employees must undergo, such as compliance training.

• As businesses decentralize their opera-tions and become more international, it has become increasingly difficult to bring employees together at the same time.

On the other hand, the widespread pro-liferation of information technologies has enabled each and every worker to have access to the Internet or an Intranet with an individual PC. As a result, the barriers are getting lower! BF

Fabian Glace

the case with e-learning content, texts may be accompanied by audio or video materials.

However, e-learning has other advantages. For example, it allows content to be adjusted and supplied according to the level or progress of the individual learner. It also supports simulations as a way of testing skills in performing some activities that would be difficult to do in real life, such as the handling of hazardous materials.

Content for second-generation e-learning is written in Hyper Text Markup Language (HTML) or eXtensible Markup Language (XML), which can be viewed with browser programs. Audio and video content is delivered as batches of streaming data (i.e., a large amount of data that is distributed in small pieces).

With the remote instruction approach, the instructor and learners in separate locations interact by using shared files like a blackboard. The instructor can also interact with the learners through text messaging systems, or via audio and video communications. With the community approach, the instructor becomes the focal point of a virtual class, and it is also possible to hold discussions with experts on specific themes. In addition, learners can collaborate among themselves. Sessions can be recorded, allowing participants to share and reuse their achievements. While ready-made content is available on the market, businesses and schools can also create their own custom-made content.

2. Authoring ToolsAuthoring tools are software products

with editing functions to create content. In recent years system vendors have introduced a variety of authoring tools on a commercial basis to facilitate the creation of custom made content. There are three basic types of software.

Software to convert documents, images and charts created on word processors, spreadsheets and presentation software into e-learning content.

Software that allows people without programming skills to create advanced content, such as simulations.

Software designed to synchronize audio and video materials with presentation content.

Apart from the actual creation of content, e-learning authoring tools can also be used to incorporate learning management functions that allow the progress and performance of the learner to be monitored.

3. Learning Management Systems

The most important component of e-learning systems has been the learning management system (LMS). This system allows learners, managers and operators to check and assess individual progress and performance.

Even with conventional classroom instruction or correspondence courses, a learner’s progress and performance are assessed. However, considerable improve-ments are needed to create systems that support fine-tuned instruction tailored to individual needs. The advantages of e-learning from this perspective are the

For further info contact:www.glaceweb.com


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Having a keen eye in the world of business and technology can sure have many spin-off opportunities

in the end. And that’s just what Leslie Collymore and Trevor Wilness discovered when they joined forces five years ago.

The former is the Managing Director and the latter the Chief Developer/IT Consultant of Advanced Intellectual

SuccessAiming For

Methods Inc. (AIM) and – as they told Business Focus a few weeks ago – have been able to sort of revolutionize the information technology landscape.

“Basically, we started off with something that was sort of freelance. We realized that there was a need in the market for the e-business solutions and then we decided to really take this web

solutions provider idea and make it a reality,” Collymore explained.

Although the company was registered in 2004, the team said that business really started picking up in 2006 by which time the quality and expert services AIM provided had made the rounds. Today, the company boasts at least twenty-five local regional and international clients, which

Advanced Intellectual Methods Inc.


Advanced Intellectual Methods Inc.

Address: P. O. BOX 0000, Castries St. Lucia. Tel: 758 285 6597 / 712 2100 / 8752 or 452 6546 (Day Time) Fax: 758 452 5306

email: [email protected] / [email protected] / [email protected] / [email protected]: www.advancedintellectualmethods.com

We offer the following Services :

* Website Development* Search Engine Optimization (SEO) * Internet Marketing* E-Business Solutions* I T Solutions * Training

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includes corporate, individual, small and medium enterprises, large companies, and statutory bodies.

“So what are some of the services offered by AIM?” Business Focus queried.

“Essentially, website development is what we really started off with,” Collymore told BF. “But we realized that there were a lot of ancillary services that can be provided as well. That was where we delved into, internet marketing, search engine optimization, and graphic design

“We also build custom business and database solutions, as well. Anything that a business needs to make it more efficient, effective and profitable we can do. So we look at a company’s business process and based of course, on your budget, we suggest and implement a solution” the duo explained.

Such areas also include graphic design, IT systems and solutions audits which, Collymore added cover a wide range of experience he and his two other partners that form the core team offer at AIM.

Velica Augustin – described as the “backbone of the company” – is the Project Manager of the company and she told BF of her role and involvement in a company that deals in a subject she never really had a deep passion for.

“”My roles include liaising with the clients, and the AIM development team hence I am essentially the person that they see more often-the face of the company. The company has really grown a lot. Also, I never ever imagined that I would find myself in the information technology arena but I think it has made a difference in my life in helping me decide a career path,” Velica, who joined the company in May 2007, said.

Trevor Wilness – like Collymore – is a co-founder of AIM and gave BF some insight into how he became so involved in the small company that continues to do big things in the IT world.

“Leslie and I met while we both worked at Cable and Wireless where we were stationed at the internet call centre. So we’ve been exposed to the workings of the internet for quite a long time doing customer service and web-solutions,” Wilness said. “I used to maintain or build Cable and Wireless’ website at that

time so I had a bit of experience in web development,” Wilness told BF.

He added that the business side of things that now compliments his technical expertise in the information super-highway area was fused when he and Collymore decided to fuse their talents and form their own company.

Soon after, the duo started developing websites for a few clients but, as demand grew, they decided to take the operations up a notch. The trio subscribes to the idea that to be competitive in the global scheme of things, they will need to set a high standard and acclimatize to the ever-changing technological weather patterns.

“We’re realizing that there is a greater demand now for e-business solutions and in St. Lucia when one thinks of the expertise that AIM is able to provide, one would tend to assume that such technology can only be delivered by a

company foreign to St. Lucia,” Collymore hastily chimed in. “At AIM, we are proud to know that we can provide a service comparable to that offered internationally.”

Despite the excellent service the company boasts, Collymore said one of the concerns customers find interesting is the issue of pricing. He explained that some customers quickly latch onto a company that provides a similar line of business AIM offers, but miss out on at least four wonderful opportunities: High quality, customer service , speedy implementation and – above all – competitive prices, he claims, that when it comes to value for money, he has the competition beat hands down.

And with a team of associates that includes marketing specialists, economists, statisticians, human resource consultants, computer systems engineers, graphic artists, web developers, and S.E.O. experts, AIM seems to be well, aiming, in the right direction.

Clients include Bay Gardens Resorts, Cool Breeze Jeep and Car Rental, The Bagshaws of St. Lucia, Cap Estate East Land Development, Renwick & Company, Carib Travel, St. Lucia Golf Resort and Country Club, St. Lucia Travel Boutique, St. Lucia Chamber of Commerce, St. Lucia Helicopters, Novus (a Colombian company), to name a few.

With such credits under their belt, the team from AIM, says their company stands ready to deliver consistent quality and exceptional service. In fact, they have a message for any customer still wearing a skeptic’s hat.

“Whether or not we accept it, the world has been revolutionized by technology and even if you are not technologically-inclined, let the team at AIM take your business to the next level with cutting edge solutions, while delivering excellent value for money. BF

Stan Bishop

For further info contact:email: [email protected]

Velica Augustin

8ECFH TurnsEast Caribbean Financial Holding

Company Ltd. (ECFH) celebrated its eighth anniversary on July 1st. Since

its establishment in 2001 from a merger between the National Commercial Bank and the Saint Lucia Development Bank, ECFH has emerged as a major force on the island’s financial landscape. Over the last eight years, it has touched almost every facet of Saint Lucian society through its integral involvement in the economic and social life of the people.

ECFH is a solid indigenous company that has been able to weather the global financial crisis that took hold in 2008. The Group reported a net profit after tax of $47 million for 2008, a 6% increase over the preceding year (2007) when it recorded $44 million. ECFH’s fiscal performance is a testament to the prudence and diligence of its management that has been able to steer

the company through a challenging time. ECFH employs over 400 employees

and is the parent company of six subsidiaries: Bank of Saint Lucia, Bank of Saint Lucia International Ltd. (BOSLIL), EC Global Insurance, Property Holding & Development (ProDev), Mortgage Finance Company and ECFH Global Investment Solutions Ltd. Global Investments is the latest addition to the ECFH Group and is celebrating its 1st anniversary also in July. This subsidiary provides capital market and merchant banking services to the local and regional markets.

The Group is committed to the social welfare of the island’s people and has articulated this commitment in its Corporate Social Responsibility (CSR) Policy. It allocates a percentage of its profits to its CSR programmes that target youth development through education, sport and culture. So far for 2009, ECFH

has renewed its three-year covenant with the Centre for Adolescent Renewal and Education (CARE) in which it donates $40,000 annually to that entity; it gave considerable financial support to Saint Lucia’s hosting of the CARIFTA Games, the Saint Lucia Volleyball Association’s hosting of the World Volleyball Qualifiers and the OECS Cycling Championships. ECFH’s CSR Policy also incorporates community development through environmental awareness and conservation initiatives. Recently its subsidiary, Bank of Saint Lucia, partnered with the Saint Lucia National Trust to host the first ever Youth Environment Forum in July. BF

Marketing & Corporate Communications Department ECFH

For further info contact:www.ecfh.com

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ARE students are all smiles as they receive $40,000.00 cheque



CMMB’s Amit Singh Presents

UNDERSTANDING

STOCK INVESTMENT

STOCK INVESTING

BASICSThe terms ‘stocks’ and ‘shares’ usually

conjure images of traders on Wall Street shouting orders amidst a plethora of news crossing the trading floor. Stock investing can thus sometimes appear too complex for the relatively modest invest-ment needs of the average individual.

Stock trading is indeed a high risk, high return venture. Just like other invest-ment products however, such as money market accounts and fixed deposits, stocks too can play a vital role in the overall portfolio of even a conservative investor. Chart 1 shows how different asset classes vary according to their risk return profile.

What are stocks?

When a corporation needs to raise money to finance its operations it can source these funds by taking on debt in the form of a bond or loan. Another way a firm can raise money is through issu-ing stocks. Stocks (also called shares or equities) represent part ownership in a company given to investors in return for providing funding to the firm.

A firm issuing shares for the first time

Amit Singh

is said to be ‘going public’ and does so via an Initial Public Offering (IPO). An under-writing company works with the private company to price securities, complete filing requirements and underwrite or place the securities on what is called the primary market. After the IPO, the shares usually trade on organised stock exchang-es in the secondary market.

It is important to note that a share-holder cannot be held personally liable for debts or obligations of the corporation. In the event of the firm’s bankruptcy how-ever, it is possible that shareholders may lose all or part of their original investment as they have the lowest ranking relative to claims against the firm’s assets upon dissolution.

Why buy stocks?

Stocks can provide investor with income in two ways - via dividends and/or capital appreciation.

Dividends are paid per share and represent that part of the profits of the corporation that are paid to shareholders for investing in the company.

Since stocks are traded on an exchange based on bid (buying) and ask (selling) prices, the investor can benefit from an increase in the value of the investment due to an increase in the share price.

This increase in investment value is called capital appreciation.

Types of shares

There are generally two broad classes of shares that firms can offer- common shares and preferred shares.

Common shares normally give their holders rights to vote on issues and com-pany management at shareholder meet-ings. Common shareholders also normally have the right to share proportionately in any declared dividend. With common shares the company is under no obliga-tion to pay a dividend though. Com-mon shareholders also have the right to maintain proportional ownership through the purchase of additional stock, if a new stock issue takes place.

Preferred shares typically do not pro-vide the holder with voting rights. The corporation usually must pay dividends on preferred shares before any dividend can be made to a common shareholder. On the company’s dissolution preferred shareholders have the right to receive par value or a stated liquidation value for each share.

In determining what shares may be right for your portfolio it is necessary to understand what factors impact share


Higher gross margins can suggest a better company with pricing power in its markets and an ability to hold down manufacturing costs.

Return on equity and return on assets can be examined to see which firm is generating more earnings for each dollar of capital invested in the business. The present figures can then be compared against previous years’ numbers, to determine whether the trend is positive.

The more scrutiny an investor places on a company, the better. Given the risk involved it is always better to make an informed decision when picking stocks. Over the long-term, stocks can help hedge against inflation. By combining stocks with other asset classes overall portfolio returns will be higher on a risk-adjusted basis. Potential stock investors are advised to visit their nearest CMMB branch to consult an experienced investment advisor before committing investment funds. BF

Amit Singh

For further info contact:www.mycmmb.com

price movements in general.

Demand and Supply

Stock prices (like the prices of regular goods and services) are determined by market forces of demand and supply. Positive sentiment surrounding a company is likely to lead to an increase in demand for its shares whilst bad news is likely to spark a sell-off and increase its share supply on the market.

Economic cycle

Picking the right stocks requires an understanding of how different industries are correlated to the economy. Some sectors are affected more than others by major economic changes.

There are certain items people need to survive and will spend money on irrespective of economic conditions. The stocks of companies producing such items are non-cyclical and are somewhat protected against the effects of economic downturn, providing great investment options in time of a bad economic outlook. Examples of non-cyclical industries include utilities and household non-discretionary items (toiletries and bleach etc.)

Cyclical industries relate to more ‘luxury’ versus ‘necessity’ type products

and as such they perform better in good economic times. Examples of cyclical industries include automakers, manufacturing, the steel industry, travel and construction.

Company specific factors

Once it is determined what industries are performing well based on the state of the economy, the next step is to identify the best companies within those industries. Two factors to consider would be the levels of sales and earnings growth of companies relative to their peers.

Signs of weak performance include inventory levels or accounts receivable that are outgrowing sales (in terms of percentage), suggesting that products (or work-in-progress) are accumulating in storerooms. Further signs of trouble would be if the company is taking on a lot of long-term debt.

An examination of the statement of cash flows is also recommended to check the amount of investment required to generate earnings. Ideally, the most cash should come from ongoing operations (actual output produced and sold) and not from the issuance of debt or stock.

The companies’ gross, operating and net margins must also be considered.

RETURN

T-Bills

Government Bonds

Corporate Bonds

Common Stock (Developed markets)

Real Estate

Common Stock (Emerging markets)

Options

Precious metalsCommoodities

RISK


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your dreams

&Jr. Designs Construction ServicesJr. Designs Construction Services Ltd.

we build

Services Provided* Construction Management * Architectural Drawings* Construction Surveying * Cost Estimates * Building Construction

P. O. Box b4106, Massade, Gros-Islet, St. LuciaTel: (758) 450 - 9393 * 285 - 2773 * 716 - 7616

Fax: (758) 450 - 9699Email: [email protected] * Website: www.jrgoodridge.net

BUSINESSFOCUS Aug/Sept 2009 18BUSINESSFOCUS 18

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An essential role of government in any country is to provide the appropriate environment for

economic growth and development. Government’s economic policies must therefore be geared toward ensuring that jobs are created in the economy, at a pace in sync with the maintenance of an acceptable rate of employment, while at the same time increasing the purchasing power of its citizenry, so that their standard of living would be improved or at the very least, maintained. This entails an adoption of the appropriate mix of fiscal, monetary, exchange rate and other policies aimed at increasing employment, keeping inflation low and generating

economic growth.However, the ability of countries within the Organization of Eastern Caribbean States to successfully implement such policy measures could be thwarted by their extreme openness to external shocks such as rising import prices, falling export prices, reductions in access to concession financing and inflows of foreign direct investment. This situation could be compounded by our countries’ vulnerability to natural disasters such as hurricanes and volcanic eruptions. The damages sustained by Grenada in 2004,—more than 200% of their GDP—attests to this vulnerability. The impact of the current global economic

and financial crisis on small economies such as St. Lucia’s is a case in point of our vulnerability to external developments.St Lucia, like all the other OECS islands, is heavily dependent on tourism as the main generator of foreign exchange and a major source of employment. Notwithstanding the fact that the sector has contributed immensely to economic growth, the heavy reliance on tourism could also be a source of vulnerability—made evident by the current global recession.As a result, the number of visitors coming to our shores has been declining from September 2008 relative to the same period in 2007. This trend is expected to continue and may accelerate in the

Why A Value Added Tax

Chamber of Commerce members look on intently as the VAT Presentation gets underway.


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coming months, as job losses in the US and UK and other source markets will influence spending on leisure and travel significantly.The heightened vulnerability of St Lucia’s economy to external shocks can be viewed in the context of the historical shift toward a services oriented economy over the last three decades. Since the 1970s, there has been an obvious shift from a largely agrarian, to a service-based economy. From the 1980s, the share of agriculture, manufacturing, mining and quarrying (non-services) to a total GDP has declined consistently from 21.6%, to 10.9% in the period 2000 to 2007. In particular, the share of the agricultural sector fell from 13.7% to 4.6% of the GDP. Conversely, the relative shares of the services sectors (tourism in particular) have increased from 78.4% to 89.1% over the same period. Further, tourism earnings account for approximately 68% of total exports of goods and services.The structural changes to the economy have important implications for the type of training and skills required for

the labour force as well as the kind of goods and services produced. Over the last decade or so, there has been a proliferation of various services-oriented skills, for example, entertainment skills, hairdressing and culinary skills, among others. These types of services have varying levels of value added—i.e. the additional value generated in the production of goods and services. The higher end services such as legal, accounting and medical services generate greater value added compared to the lower echelon. These structural changes to the economy have important implications for the generation and distribution of income and spending and how government’s policies shape the pattern of income and spending in the economy.The dominance of services in the economy also has implications for government’s fiscal policies. Unlike an economy whose productive sectors are dominated by the production of goods, the tax base of a service-dominated economy may be less visible. As a

result, an increasing share of St Lucia’s tax revenue is generated from service-oriented transactions.Government’s tax policy should therefore be adapted to reflect the changing structure of the economy. Currently, taxes on imports of goods account for 50% of total tax revenue. Given the increasing importance of services in domestic economic activities, coupled with St Lucia’s international trade obligations under the Economic Partnership Agreement and the World Trade Organization, public policy should be geared toward restructuring the tax system to better reflect the changing economic circumstances. Further, the current global economic climate and its negative consequences for the economy have given added impetus for implementing the required reforms to the tax regime. BF

Kurt Reynolds, PRO, VAT

For further info contact: www.vat.gov.lc


A Passion for People

Jasmin Charles

Jasmin Charles, soon-to-be-40-year-old, is equally passionate about her professional life and her family who is her support system – her daughter Sydney, eleven, her son Brandon, seven

and her husband Wayne, who she says make it possible for her to continue to pursue her goals. She says she is excited about

this big birthday and where it has taken her. PROfind Recruit Charles says, was a natural career move because of her love of working with people and her love for being a pioneer. PROfind Recruit specializes in job recruitment and soft skills training or development. The company finds a match between an employer (business client) and a job candidate. “It [soft skills] has to go hand in hand. You can have all the education or craft skills you want, but if you can’t deliver it in a professional manner then you may not achieve a successful outcome.” Charles firmly believes. “In tough economic times people need people. I think it is a huge benefit to business clients to take advantage of these times and invest in developing their product and their team’s development is part of that process.” Charles says. The PROfind Recruit approach is that persons send their

applications via www.profindrecruit. and may be contacted for a screening interview should they meet business client

requests. The screening interviews once an application is received, is the most important part of the process.

But how did Jasmin Charles come to own and run PROfind Recruit? She assures it still is a challenging road that certainly did not happen over-night.Jasmin Charles was born in St. Lucia but moved to Canada at the tender age of six where she lived most of her life and completed her education. She pursued

an undergraduate degree in Psychology and Sociology and furthered her studies with a post-graduate degree in Education and Training. She is presently pursuing a Masters Degree programme, a goal deferred in 1998 and now committed to achieve. Since her passions include working with

people, her first job, which she describes as “ an ironic experience”, was a gig at an employment agency in Canada, perhaps foreshadowing things to come. In 1995 she moved to St. Lucia and had an opportunity to go into the education arena at Sir Ira Simmons as a guidance-counsellor/ family life teacher where she

“I think it’s great that now a lot of people are involved in development and training because it’s needed always and should be ongoing.”

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spent three years. Luckily for Charles that was around the time when high schools across the island were becoming more open to including guidance-counselling as part of the schools’ programme. She helped develop a mentoring programme, which matched responsible persons in the community with students who needed guidance. She then got into consultancy with Synthesis and Associates run by Mrs. Jenni Killam, who served as her mentor. The training company provided Charles with her first brush with “that kind of company” in St. Lucia – a company that specialized in training and development. She volunteered after work to get exposure as she realised this was where her interests lay. Charles then left the education arena for Synthesis and Associates as a position had become available of Training Coordinator. She describes the move as risky, since it was going from a more established forum to a lesser one. It is clear that Jasmin Charles is driven by passion! Though Charles did not spend very long in this position, about a year and a half, she discovered her love for training as she developed her own style of execution, the range of learning at this opportunity went from researching a project to facilitation and the clientele ranged from government ministries to hotels and the training was primarily soft skills. Some of the challenges that she faced was customising and tailoring the training when it came to issues like literacy levels. “I think it’s great that now a lot of people are involved in development and training because it’s needed always and should be ongoing.” Charles said. At this point she realized she had a keen interest to work in Human Resources and training. In 1999 the Hyatt Regency came to St. Lucia and Charles was unsure about getting the position of Training Manager, which she desired. Not having a solid background in training at the time, she felt at a disadvantage. She however beat the odds, landed the position and was part of the opening team. St. Lucia Hyatt Regency however closed in 2002, which put Charles at a major crossroads of what her next move would be. And it would be a major move, location wise. Jasmin Charles decided to take the position of Training and Employment

Manager at the Park Hyatt in Washington DC, USA, which would mean she would have to relocate her family which consisted of her husband and children, then four-year-old and seven-month-old from St. Lucia to the United States. At first she would move to the US alone, which was a point of starting from scratch. And without her support system, her family physically present, proved to be even more challenging. Though Washington was not a long-term plan, she made the decision to move back to St. Lucia because she wanted the quality of life and network of people that she and her family had become accustomed to in St. Lucia. Upon moving back to St. Lucia she got a consultancy job with the Bureau of Standards with Dr. Allison Plummer as part of their restructuring at the time. She however was eager to get back to full-time work. In 2003 she took a position with Sunswept Resorts (Rendevous and Le Sport) guided by the Director of Human Resources, Mrs. Barbara Emmanuel, as the Group Training Manager where she spent two years. Then in 2005 she became the opening HR Director at Discovery Marigot Bay for two and a half years, an experience she describes as, challenging and rewarding. At this point she decided to continue her career goals of working in the same HR field but on various consultancy projects to develop her skills even further and partnered with a consultancy team of professionals in order to do so. She was able to set the foundation to pursue her own company, PROfind Recruit. Though Charles does not come from a business background, she believes the challenges she has gone though along the way has helped prepare her to some extent for this journey. Along with PROfind Recruit Charles is presently involved in working in

collaboration

with the Chamber of Commerce, Industry and Agriculture with the support of Mr. Brian Louisy, on the coordination and facilitation of the Certificate in Entry Level Skills Programme. “I felt this was a great opportunity to partner with the Chamber and some of my associates in the service industry, to develop further a programme the Chamber had provided in the past.” Charles explained. The programme targets new hires entering the job market and assists in providing these employees with the necessary job skills and attitude to help them become more successful in their work environment. Jasmin Charles embraces the imperfections that she has gone through professionally and considers the stumbling along the way a learning opportunity. Another celebration aside from her 40th birthday is the first anniversary of PROfind Recruit. BF

Christy Recaii

For further info contact:Email: [email protected].

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New Rodney Bay Medical Center NOW OPEN

Rodney Bay Medical Centre encompassing:

Integral Health Care Medical Clinic:• Family Practice• Walk–in Clinic• Complete Medical Physicals• Executive Medicals• Acute & Chronic Care• Medicals for Insurance & Driver’s License• Well Woman Care• Pap Smears (including the new Thin-prep test)• Breast Exams• Contraceptive Advice • Antenatal Care, Breast Feeding Management• Well & Sick Baby & Child Care• Immunizations, Flu vaccines• Adolescent Health Care• Satya Integrative Medical Services• Food Allergy Testing

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Providing Medical Carefor

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A New Approach to Family Health Care

Rodney Bay Medical Center Rodney Bay, Gros Islet,

P. O. Box RB 2305 • Tel: (758) 452 8621/ 45-DOKTA

Fax: (758) 452 0785


CARILEC’s

Feature

ANNIVERSARY

20 YEARS OF CARILEC In 2005 CARILEC acquired its own premises in Sans Souci, Castries, St. Lucia. Being based in St. Lucia, the Secretariat, shares a special relationship with LUCELEC partnering with them on pilot projects before they are launched in other member countries. Mr. Trevor Louisy Managing Director of LUCELEC and immediate past chairman of CARILEC fosters this relationship. Under his recently ended chairmanship, Mr. Louisy hosted many training courses in conjunction with CARILEC. In 2008 he hosted the most prestigious of our conferences successfully. The hallmark of his chairmanship includes initiating the development of a new strategic vision for the Association. The main tenant of this new vision has been embraced by Mr. Vernon Lawrence, General Manager GRENLEC who is the current chairman of the CARILEC Board of Directors. The responsibility for implementing this CARILEC newly redefined Vision, falls in the capable hands of the CARILEC Executive Director Nigel Hosein. Mr. Hosein has been with CARILEC since 2006, and has been actively spearheading efforts to drive the Secretariat to meet the changing needs of members.

20th

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ssociationofElectric

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Bernard Theobalds1989-2003Chairmanship 1989-1991

Joel Huggins1989-2003Chairmanship 1992-1994V. Chairmanship 1990-1991

Hilton Howson1989-1996Chairmanship 1995-1996V. Chairmanship 1992-1994

J.C. Bourgois1995-1998V. Chairmanship 1997-1998

R. Blanchard1994-1999Chairmanship 1997-1999

Errol Hartley1991-1996V. Chairmanship 1995-1996

Vernon Lawrence Chairman - 2007 — Current

2004 - current

Nigel HoseinExecutive Director

2006 — Current

Kevin Basden2005 - current

Lynn Young1995 -1996, 1999 - current

Peter WilliamsVice Chairman2009 - current

2009 - current

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Richard Hew2005 - current

Thornley Myers2003-current

Roel Verlaan2005-current

Anthon Casperson2006-current

Gerard Lau William Brooks2007-current

Peter Benjamin1989-1991,1993-1995, 1998-2000V. Chairmanship

Frank McConney1989-1998

Hind Jabbal1989-1990, 1994-1995

Crefton Niles1989-1990

Ronnie Skelton1989-1991,1994,1996-1998

Brac Biggers1990

Gregory Bowen1989-1994, 2000

Rollins Bruney1991-1994

Lennox Browne1991

Nigel Wardle1995-2004

Peter Thomson1995-1999,2001-2006

Raymond George1996-2001

Freeman Duncanson1998-1999

Andrew Gittens1999-2006

Christopher Walker2003-2008

Gary Austin2001-2003

Neil McConnie2002-2008

Andre Matthias2004-2005

Stephen Martina2005-2006

Leon Symister2005-2006

2009 - current

Trevor LouisyImmediate Past Chairman

2003 - current

Courtenay Mark2009-currentGuillermo Rodriguez

2009-current

Andre Kiener (Board Member)2009 - Current (Photo Missing)

NOTATION

Vincent Ingham


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Bernard Theobalds1989-2003Chairmanship 1989-1991

Joel Huggins1989-2003Chairmanship 1992-1994V. Chairmanship 1990-1991

Hilton Howson1989-1996Chairmanship 1995-1996V. Chairmanship 1992-1994

J.C. Bourgois1995-1998V. Chairmanship 1997-1998

R. Blanchard1994-1999Chairmanship 1997-1999

Errol Hartley1991-1996V. Chairmanship 1995-1996

Vernon Lawrence Chairman - 2007 — Current

2004 - current


2006 — Current

Kevin Basden2005 - current

Lynn Young1995 -1996, 1999 - current

Peter WilliamsVice Chairman2009 - current

2009 - current

Pet198V. C

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, Pet

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iles,

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gory

Bow

en, H

ilton

How

son,

Fra

nk M

cCon

ney,

Rod

ney

Skel

ton

Richard Hew2005 - current

Thornley Myers2003-current

Roel Verlaan2005-current

Anthon Casperson2006-current

Gerard Lau William Brooks2007-current

Peter Benjamin1989-1991,1993-1995, 1998-2000V. Chairmanship

Frank McConney1989-1998

Hind Jabbal1989-1990, 1994-1995

Crefton Niles1989-1990

Ronnie Skelton1989-1991,1994,1996-1998

Brac Biggers1990

Gregory Bowen1989-1994, 2000

Rollins Bruney1991-1994

Lennox Browne1991

Nigel Wardle1995-2004

Peter Thomson1995-1999,2001-2006

Raymond George1996-2001

Freeman Duncanson1998-1999

Andrew Gittens1999-2006

Christopher Walker2003-2008

Gary Austin2001-2003

Neil McConnie2002-2008

Andre Matthias2004-2005

Stephen Martina2005-2006

Leon Symister2005-2006

2009 - current

Trevor LouisyImmediate Past Chairman

2003 - current

Courtenay Mark2009-currentGuillermo Rodriguez

2009-current

Andre Kiener (Board Member)2009 - Current (Photo Missing)

NOTATION

Vincent Ingham


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Key People at ARILEC


Angelina John Financial Controller

Financial & Corporate Services

Andrew ThoringtonProject Manager

Technical Services

Alison Pascal Marketing & Member Services Coordinator

Marketing & Member Services

Sophia Laurena PrimusTraining Coordinator

Training Services

Cornelia AugusteAdministrative Officer

Administrative Services


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‘20 years of Harnessing the Strengths of Partnerships’

Known by its acronym - CARILEC - The Caribbean Electric Utility Services Cor-poration consists of 33 electric utilities in the region and approximately 60 Associate and Affiliate Members (who are the suppliers, equipment manufac-turers and stakeholders operating in the industry). This year the Association celebrates its 20th anniversary. CARILEC can indeed be equated to the typical 20-year old of today, relatively young, vibrant and flexible enough to adjust to changes in the regional and global realities. Like today’s twenty year old, the organization exists in a volatile environment and operates in

a rapidly growing and technologically ad-vanced industry, with its utility members having to deal with customers who have embraced and are enlightened by the per-vasive (and maybe even a little intrusive) information age. Truth be told, the story of CARILEC is a story of its membership and how the organization has adjusted to the changing needs and demands made on its member-ship by their respective customers and the economic and political environments. In 1989, the year CARILEC was estab-lished, the world was focused on major political events: George Bush, Sr. became the 41st president of the United States;

Mikhail Gorbachev was named President of the Soviet Union in the Revolutions of 1989; a largely bloodless political up-heaval which greatly altered the balance of power in the world and marked the subsequent collapse of the Soviet Union and the end of the Cold War. This we know resulted in the reduction of aid to our region. In those days a lot of utilities were strug-gling to raise capital to finance expansion for new generation, transmission and distribution equipment (including the ini-tial nine utility members of CARILEC from Antigua, St. Lucia, Grenada, Barbados, St. Vincent, Dominica, Anguilla, Montserrat


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and the British Virgin Islands). The elec-tricity supply was certainly not as reliable as it is today. It is important to reflect on the develop-ments in the electricity industry that has become so important to our daily lives. In fact, today with all the progress and development that has been made by CARILEC’s utility members, customers generally take the electricity industry for granted, which is the ultimate compli-ment! Credit must be given to the utilities that persevered in their efforts to achieve rural electrification. Electrification was seen by small economies as a means to modernization. The widespread unavail-ability of electricity in these economies 20 years ago, condemned them almost entirely and exclusively to agriculture. As these countries launched into the service industry their demand for more electricity kept on increasing to keep pace with the economic development that took place. CARILEC was formed against this back-drop. The Association was established as part of an electric utilities modernization project funded by USAID and implement-ed by NRECA under a five-year “Co-oper-ative Agreement”. CARILEC is registered as a non-profit company. At the time the challenges facing the power industry in the region had begun to alter the very nature of the business and could have even threatened the survival of many of the leading power utility operators, hence the impetus for coming together under CARILEC. The organization was mandated to enhance communication among its members and to serve as the focal point for general and technical information sharing and to take the lead in advocating change in the electric utility industry in the Caribbean.Cognizant that the USAID/ CARILEC Cor-porative Agreement would end in 1995, CARILEC put together a business plan to chart its course. The essential part of that plan was to continue and improve on its mission which was to advance the capability of the Caribbean electric utility industry, promote better understanding of the industry, support its contribution to the quality of life of the Caribbean people and to establish CARILEC as the coordina-tor for electric utility affairs in the English, French, Spanish and Dutch speaking Caribbean.

As the organization grew, there was a need to formalize and categorize the benefits and participatory rights of members as well. A formal document, which embodied the modus operandi and relationship among members and between members and the secretariat was developed. This document also embodied the previously existing relations and operations of the Board of Directors within the organization. CARILEC cur-rently has a fifteen (15) member Board of Directors who is responsible for providing policy governance direction. According to CARILEC’s bye-laws, the majority of Directors are elected from among senior management (mainly CEOs) of the utility members, with one Associate Member representative and the Executive Director who administers the Secretariat located in Saint Lucia. As the association established itself, it did not only admit regional non English speaking electric utilities but embraced vendors to the utilities as associate mem-bers. These new members went on to play significant roles in the endeavors of CARILEC. In fact, companies such as Man Diesel, Wartsila, KEMA, ABB and others are household names within the associa-tion and have made sterling contributions over the years. At the recently concluded 2009 CARILEC CEOs Conference which took place in the Cayman Islands, the long standing associate members of CARILEC who have supported and sponsored the association’s conferences, training programs, exhibitions, surveys and studies over the years were honoured. During the period 1990 to 2000, the mem-bership within the organization grew. This growth can be widely attributed to the organization’s quest for self-sustainability, which meant it would have to do more for more utilities in order for real econo-mies of scale to be recognized. The main services offered were training and people development and the sharing of best practices, and Hurricanes assistance.The needs of the membership continue to drive innovation and change within CARILEC but sometimes CARILEC has to lead the change. The Green revolution propelled by global warming has been a wake up call for the energy industry. But if this did not work the unpredictable cost of fossil fuel has ensured that alternative

sources of energy be pursued. A retired regional scholar is quoted as saying in 1997 that “Diesel engines will continue to provide the best, perhaps only, option for power generation in the small utilities serving the regional market. High ef-ficiencies, low installation costs, reliable operation, operator-friendly technology, low emissions, and fuel diversity make the modern diesel engine the first choice for power generation.” Today and in the near future with the strides and advancements that are being made in renewable energy, technologies and of course with the in-creasing and highly volatile price of oil we are beginning to see viable alternatives to electricity generation which illustrates the dynamism of the industry. CARILEC has undertaken to spearhead regional policy by developing a position paper on energy policy. Also, with the as-sistance of a recently approved grant for approximately US$500,000 (over a 3-year period) from Inter-American Development Bank (IDB) the organization has undertak-en a project to promote energy efficiency and renewable energy initiatives amongst its utility members. The revolution in the industry has forced CARILEC to be not simply the voice of its membership but that of the industry. Currently, most of our members mainly operate as sole electricity providers in their country of operation. However, as feasible renewable energy technologies become more widely propagated, satellite generators- the Independent Power Producers-will enter the market. This phenomenon is seen as a great opportunity that should coexist within the existing structures so that the consumer benefits. In this deregulation process, CARILEC foresees its role as nur-turing the transition. The past 20 years have been both very exciting and challenging for CARILEC. However, the association has weathered the storms. Over the next few years we expect to see a lot more changes in the industry quite similar to the rapid changes that took place in the telecom industry within the region in the past 5 years. CARILEC is positioning itself to assist its members with being prepared for and progressing through these changes so that they will continue to be part of an indus-try that supplies the region with reliable and affordable electricity. BF


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Members of CARILEC assist one another in times of crisis, especially hurricanes and storms with supplies and manpower as well as technical support. The CARILEC Disaster Recovery Assistance Program was established to assist members in disaster planning and hurri-

cane restoration activities. This fund, which operates much like insurance for member utilities, has helped to assist many utilities with their recovery efforts following significant damages from hurricanes/storms over the years. For example; Bermuda was as-sisted in 2003 after hurricane Fabian and Bahamas and Grenada in 2004 after hurricanes Frances and Ivan respectively. CARILEC coordinates the deployment of skilled utility personnel from its membership to assist with installation/repairs of electricity poles and lines. CARILEC not only coordinates deployment of emergency teams of linesmen to assist in the restoration of transmis-sion and distribution systems, but also lends technical support, equipment and in dire situations like Ivan in Grenada, financial assistance is also given.

The Strength of Partnership

Against theForce of Nature


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Jamaicans on Bikes – Bermuda Restoration after Jamaican con-tingent of CARILEC troops being deployed on bikes (Bermuda strickly adheres to one car per household to scooters are a popular mode of transport for visitors

CARILEC teams in Grenada after Ivan

CARILEC Restoration Team in Bahamas 2006

Lyn Young, Then Chairman, CARILEC board of Directors, presents a cheque to representative from Grenada Electricity Services Ltd to aid in the restoration efforts

CARILEC Board of Directors arrive to assist Grenada after Ivan - in the pic-ture Trevor Louisy- LUCELC, Frank Crothers Provo Power, Lyn Young Belize Electricity, Thornley Myer Vinlec


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At its inception, the organization operated mainly as the provider of training, ranging from the technical to the human relations courses. The Secretariat delivers a programme of high-quality training to upgrade the skills of member utility and electricity industry personnel in the areas of engineering, technical, administration and management.With competition from various quarters (regional and internationally) and from the utility members’ requests, CARILEC is refining its offerings to be a more practical and technical skill based training. The organization still offers a broad base of training for its membership and the wider community. The organization is expecting to soon be in a position to offer its own regional linesman certification course commensurate with international standards.

The organizations thrust continues to be people development: optimizing training and development for the members. Its main new focus is to provide networking opportunities for senior officers of CARILEC in areas such as Alternative Energy, Human Re-source Management/Development and Project Financing.

Recruiting trends in the other competing industries indicate the need to improve our recruiting strategies for the next genera-tion of utility workers. LUCELEC and the CARILEC’s Secretariat jointly undertook a pilot project, to be replicated in other islands once successful. The activity took the form of a road show to the Secondary Schools in St. Lucia with the view to raising awareness among students about the career opportunities available at the power company. The event was conducted under the theme: Powering the Future with New Technology: Perspectives from the Youth.

CARILEC Serves the Train ing Needs of its Members

Strategic Training for 2009 and Beyond

Enhancing the Talent Pool for the Power

WINNER OF THE CARILEC SPONSERED PRIZE NATIONAL SCIENCE FAIR, being presented with her Prize by the Training Coordinator Laurena Primus


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Transmission and Distribution instructor - Guillermo Rodriguez ABB, holds a practical session

Career Show Case - Lucelec staff explain the diversity of job op-portunity in the electricity industry to a student of SALCC.

LUCELC staff Professional Qualification.


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CARILEC conferences are considered by those in the industry to be very prestigious events. These conferences are key networking opportunities for managers of all departments within the utilities to meet with industry profes-sionals worldwide. In recent years the Engineering Conference; fueled by

its exhibition component; has become regionally renowned and featured on the international engineering calendar. As such it attracts vendors from all over the world including Finland, Germany, UK, US and Latin America. The Secretariat organizes annual or occasional regional conferences which

allows for interaction among electric-ity stakeholders and utility professionals operating in the fields of Public Relations & Corporate Communications, Executive Management, Engineers & Purchasing, Information Systems, Finance, Customer Service, Human Resource and Renewable Energy. BF

Regional Utility CEOs Visit LUCELEC plant while attending the 2008 CEO conference in St. Lucia

Conferencing &Networking


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Dame Pearlette Louisy poses with Current chairman of CARILEC at the CEO conference, St. Lucia

L-R: Trevor Louisy MD LUCELEC, Prime Minister of St. Lucia, HonStephenson King, Marius St Rose and Nigel Hosein, ED CARILEC share a pleasant moment at a CARILEC Conference

CEO Conference 2009

Training Services Technical Services & Studies Marketing & Membership Services

“20 Years of Harnessing the Power of Partnerships”

2 th20

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We Promote People Development, Regular Networking Opportunities, Mutual Assistance Programmes and Knowledge Sharing Activities for members.

We are An Electric Energy Industry Advocate.

PO Box CP5907, Desir Avenue, Sans Souci, Castries. Saint Lucia. W. I.Phone: (758)-452-0141, 0140 (758)-452-8604 Fax: (758)-452-0142 or (758)-458-0702

Email: [email protected] www.carilec.com

Training Meeting Training 6-7th Grand Bahamas CARILECPower Quality Basics Part 2 Training 19th-21st St.Lucia P.ManniTransformers and Distribution for Engineers Training 26th-29th St.Lucia G.RodrioguezComprehensive Substation Training 21-23rd Antigua TBDHuman Resource & Training Professional Conference Conference 8th - 9th Grand Bahamas Secretariat


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Engineersing Economics Part 2 Training 5th -7 th St.Lucia F. IsaacHR for Non-HR Professionals Training 11th-13th St.Lucia C. CambridgePower Quaility Basics Training 24th -26th St.Lucia A. HarrisProtective Relay Fundermental Training 11th-13th St.Lucia GEOffice Professionals Training 19th - 21st St.Lucia Arthur LockJackReport Writing & Technical Report Writing Training 19th - 21st Dominica B. JacobsILM Modules 7&8(Developing & Managing People) TBC TBC Arthur LockJack Strategic Planning Training 24th-28th St.Lucia Arthur LockJacTransformational Leadership Training 26th-28th St.Lucia A. Corbin

Activity type of Activity Date Location Presenter

Fundamental of Benchmarking & Performance Training 2nd-3rd St.Lucia KEMA Power System Analysis & Symmetrical Components Training 10th-12th St.Lucia GELaw for Engineers Training 16th-18th St.Lucia Idaho CollegeAsset Management Training 9th-10th St.Lucia KEMAOffice level 2 Training 23-26th TBC 15th GIS Task Force Meeting Meeting 19 - 20 TBD SecretariatAGLOW Magazine Publication N/A Secretariat

2009 Calendar of Activities

August

SeptemberInternational Financial Reporting Standards Training 1st-3rd St.Lucia UWIRefresher Training for Experienced Linesmen Training 7th-11th St.Lucia A.HarrisHow an Electric Utility works Training 14th-15th St.Lucia F.IssacAdvanced PLC Applications Training 21st-25th St.Lucia S.BadalPower Plant Operators level 2 Training 7TH-11TH Lineman Supervision Training 14th-18th St.Lucia A.Harris

Distribution Systems Planning & Engineering Training 28th-30th St.Lucia EUCIc Personal Productivity Training 21st -22nd Barbados Arthur Lok Jack

78th Meeting of the Board of Directors Training 7th St.Lucia Secretariat

October

November

December79th Meeting of the Board of Directors Meeting 7 Miami SecretariatMembership Directory Publication N/A Secretariat

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Feature&Education

Training


The Importance of Earning an

Master of Business Administration

These are challenging economic times and it is all about bad news around and this is creating a volatile

job market where, overwhelming, every-one has anxiety as to whose job will get axed next. While tough times calls for tough measures, MBA Director at Monroe College, Dr. Robert Lewis, is convinced that personal investment in acquiring higher level management and leader-ship skills is a perfect move for the career conscious. “Having the MBA is like having built-in job protection,” he states. “Per-sons with the MBA degree are 25% less likely to become unemployed.” Accord-ing to Dr. Lewis, the MBA is also a career M

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MBAaccelerator as most MBA graduates put themselves on the path to greater career mobility and better job assignments and that places them in a position that com-mands higher salaries. “Now is the time,” says Dr. Lewis, “to make bold deci-sions about your career rather than be too worried because once the economic recession is over there will be increasing need for true leaders who can manage business and the economy.”

Dr. Lewis, also lectures in the Monroe College MBA. He is one of the island’s

most respected mathematicians with im-pressive qualifications from the University of Cambridge and completing his Ph.D. at University Of Otago, New Zealand. At Monroe College, he is known as “being

able to teach maths even to the dead”.

The MBA degree is ba-sically a document that certifies that you have a general competency

in all the major functional management roles you’ll find in today’s corporation. Students can choose from over 4,000 MBA programmes all over the world. Each MBA tries to be different and unique

Having the MBA is like having built-in job protection –

Dr. Robert Lewis


work.‘You really can’t go wrong, notes Dr.

Lewis. “Even if you decide to take the route that several graduates have taken before - starting their own businesses

- the MBA degree actually puts you in the driver’s seat to become an en-trepreneur.” He says most graduates make the shift with ease as they would already have a business plan as part of one of their projects and can use their knowledge and skills to activate the plan.

The only downside Dr. Lewis sees is the decision not to pursue the MBA.

“It is possible that your decision may hin-der your future success in the corporate world,” he warns. BF

Jerry E. M. George

For further info contact:www.monroecollege.edu

graduates. And with CSME looking most St. Lucians in the face, they are seeking ways to boost their skills in order to match the demands of the global marketplace.

The salary figures are not readily avail-

able for St. Lucia, however, we can juxta-pose the situation here to what happens in the USA. According to the U.S. Bureau of Labor Statistics, holding an MBA degree can mean earning up to US$26,000 more, annually, when compared to someone with a Bachelor’s Degree. It can also bring you additional benefits such as: more va-cation time, more bonus pay and as well gives you leverage in achieving a better balance between work and life outside

Education & Training Feature

MBA = MVD (Most Valuable Degree)

Many companies in St. Lucia are now waking up to the value of having MBA

graduates. And with CSME looking most St. Lucians in the face, they are seeking ways to boost their skills in order to match the demands of the

global marketplace.

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in some way, but what is a common thread in all MBA programmes is that the MBA degree is a recognised brand that signifies management and leadership training. At Monroe College, an accred-ited American institution with a campus in St. Lucia, the MBA programme may be completed in 16 months in specialty areas of Management, IT, Healthcare and Finance. Though the MBA has been offered locally in many formats, the Monroe College MBA is the first to be offered full-time face-to-face, rather than via online or distance learning. The students in the Monroe College MBA say the exchanges with their peers are the most valuable part of their MBA experi-ence.

The Master’s of Business Administra-tion (MBA) provides training in the theory and practice of business management, following a rigourous curriculum prepared by the Monroe College’s King Graduate School of Business in New York.

Many companies in St. Lucia are now waking up to the value of having MBA

Dr. Robert Lewis - MBA Director Ramesh Sinanan - Dean of Monroe College Jerry George - Admissions Advisor


“Developing a

Community ofLeaders”

The Cave Hill School of Business

UWIUniversity of the West Indies

ACADEMIC TRAINING

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versities play in building competitive advantage can no longer be disputed. As trade liberalisation and developments in information and communications tech-nology continue to transform the face of international and regional business it is incumbent on Caribbean businesses to develop the currency of this new emerg-ing economy – human capital.

Since its inception in 1991 the Cave Hill School of Business (CHSB) through its predecessor the Centre for Manage-ment Development (CMD) has been in the business of developing the human capital of the region. Indeed the organisa-tion’s origin is rooted in a need recognised by the University of the West Indies and facilitated by the United States Agency for International Development (USAID), governments and the private sectors of

Barbados and the OECS. The purpose of the organisation was to equip Caribbean managers and leaders with the skills and tools necessary for them to compete and win both regionally and internationally.

The CHSB is governed by a board of di-rectors strategically drawn from Barbados and the OECS. The chairmanship rotates among its private sector members; cur-rently, the Chairperson is Dr. Charmaine Gardner, MD of Carasco and Son Ltd, St Lucia. Senior representatives of the UWI also serve on the Board; currently Profes-sor Hilary Beckles, Pro Vice Chancellor and Principal of the UWI Cave Hill Campus is the Deputy Chairman. The Chief Execu-tive Officer, Dr. Jeannine Comma is also an ex-officio Director of the Board.

Eighteen years later the organisa-tion’s mission is unchanged. However, as Andrew Grove, former Chairman of Intel states “An organisation is a living organ-ism; it has to shed its skin” and the CHSB

has certainly done that. In June 2006, the organisation transitioned from the Centre for Management Development to the Cave Hill School of Business – a fully fledged business school offering an updated suite of services and founded on three pillars: Academic Programmes, Executive Development Programmes and Research.

The CHSB has also revamped and extended its programme offerings. It has grown from one programme in 1992 – The Executive Masters in Business Administra-tion to six (6) highly relevant and intensive programmes. These include the Doctorate in Business Administration, the Execu-tive Masters in Business Administration, the International Masters in Business Administration, the Masters in Interna-tional Event Management, the Executive Diploma in Management and the Diploma in Banking and Financial Services.

St. Lucian Dr. Charmaine GardnerChairperson - Cave Hill School of Business UWI


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All of the School’s programmes enjoy relative popularity; they are relevant, flexible and meet international standards. The flag-ship programme EMBA is a highly participative two-year programme that is designed for experienced managers and executives who wish to maximise their development oppor-tunities. Participants can choose from three concentrations: General Management, Human Resource Management and Public Sector Management to find the area that best suits their needs. Graduates extol the virtues of the programme even though as participants they lament the rigours - rigours that stand them in very good stead as they step into higher worlds of business. They all attest to the fact that there is only one ingredient that they must inject into the programme to succeed that is hard work. The statistics concur. Of the 879 participants at 2006, 617 are graduates and 90% of the remaining 262 are completing courses with subsequent cohorts. According to the Programme Director, Ms. Ann Wallace, “the standards are high and success is guaranteed; you must keep your eyes on the goal and work hard”.

Offered in the blended learning modality - which is a com-bination of face-to-face, online and text-based delivery – the programme provides participants with the opportunity to study without sacrificing their personal or professional commitments. Additionally, the work and study component allows for the easy and immediate transfer of knowledge gained, into the work environment.

CHSB/UWI through its programmes, in particular the EMBA has forged relationships between the public and private sectors of this Region. Dating back to the earlier Executive Masters in Business Administration programme (EMBA) cohorts, public ser-vants were sponsored by their governments to participate in the programme. A large percentage of senior public servants of the Government of St. Lucia have passed through this programme some of whom are still serving the Government today while oth-ers are serving the country and/or the Caribbean through their entrepreneurial endeavours – skills they honed in the EMBA pro-gramme. Professionals such as Dr. Didicus Jules, Registrar of the Caribbean Examinations Council, Mrs. Allison Jean, Permanent Secretary in the Ministry of Communications, Works, Transport and Public Utilities, Mr. Gilbert Fontenard, Chief Executive Officer FDL Consult Inc., Dr. Andrew Richardson, Surgeon, Victoria Hospi-tal/Tapion Hospital, current and former members of parliament, Hon. Philip J. Pierre and Mr. Louis George, to name a few.

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In addition to the skills gained, the net-working opportunities created by the School’s programmes are invaluable. Through participating in these programmes, Caribbean professionals are not only able to develop their management skills, but are also able to realise a closer understand-ing of their Caribbean neighbours. On the 11th June 2009 the CHSB’s Alumni Network, a Chapter of the UWI’s Alumni Association, Barbados Chapter was formed. This body promises to further enhance the people integration that the University of the West Indies has been steadily devel-oping over the last 60 years. The MBA graduate listing as at 2006 reflects a 48/52 male/female gender combination.

As business continues to evolve and as new opportunities for training and development unfold in the market; the Cave Hill School of Business intends to be at the forefront with the University of the West Indies lead-ing the way. Through its strategic partnerships with international educa-tion bodies such as CMA Canada, York University and the Richard Ivey School of Business, CHSB/UWI will ensure that its offerings continue to be market driven and relevant. Additionally, CHSB/UWI will continue to collaborate with international organisations such as COMSEC, IADB, UNDP and PAHO to broaden its outreach.

The CHSB reaffirms its commitment to the people of the Region as it endeavours to continue developing a global community or leaders. Dr. Gardner sums it up when she says “The Cave Hill School of Business – A place where the practical meets the academic.” BF

Ann Wallace - Cave Hill School of Business, UWI

For further info contact:Email: [email protected], www.uwichsb.org

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UWI CAVE HILL SCHOOL OF BUSINESS

Total Graduates = 617

Males: 48% Females: 52%



CSEC – the Jewel in CXC’s Crown

Jaime Burgos of Belize receives award for outstanding performance in 2007 from the Governor General of St Lucia

Philomene Alexander, CXC Local Registrar in the Ministry of Education in St Lucia said, “CSEC in St Lucia has done very well for our students and in fact for the Coun-try as a whole.” Our students use CSEC as the basis for furthering their studies.”

In every crown there is a prized jewel; and with the Caribbean Examina-tions Council, CXC, it is no different.

The Council has a suite of qualifications - Caribbean Advanced Proficiency Exami-nation (CAPE), Caribbean Secondary Edu-cation Certificate (CSEC), Caribbean Cer-tificate of Secondary Level Competence (CCSLC) and the Caribbean Vocational Qualification (CVQ). Without a doubt, however, the flagship examination for CXC

is the CSEC – the jewel in CXC’s crown.Indeed it could be argued that CSEC was the raison d’être for the Caribbean Examinations Council. At the January 1964 Conference of Governments of Com-monwealth Caribbean Countries held in Jamaica, Heads adopted the following resolution: “That the setting up of a Carib-bean Examinations Council was a fit and proper subject for regional cooperation and that a working party should be set up to work out plans for the institution of a new system of Secondary School Examina-tions under the aegis of the Conference.”Following numerous meetings, Heads of Government Conferences and declara-tions, the Agreement Establishing the Council was finally signed in 1972, thus

paving the way for the first meeting of the Council in early 1973.Delivering the feature address at the Inau-gural Meeting of CXC in January 1973, the late Right Honourable Errol Barrow, Prime Minister of Barbados, stated; “Teachers in secondary schools of the Caribbean area now teach Caribbean children in their classrooms; but other teachers in a country three thousand miles away set the policy for examinations and in fact examine and pass or fail these students. All of us here are products of that system. I do not condemn it. It has served us well. But the time has come for Caribbean members of the teaching profession to take over the full responsibilities for the complete education process.” C

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And the region’s educator answered Prime Minister Barrow’s call and stepped up to the challenge and CSEC was the re-sult. The Council then established the first CSEC subject panels in 1975 to develop and review syllabuses, recommend meth-ods of testing and receive suggestions and criticisms from educators and teachers around the region.In 1976, the panels began submitting reports, recommendations and proposals. Syllabuses for the first five subjects were published in 1977, giving teachers and students two years to prepare for the first examinations in 1979.

Help from UK BoardsIn order to ensure it got it right the first time, CXC established links with the expe-rienced examination boards in the United Kingdom as well as the Education Testing Services, ETS in the United States. These partnerships proved invaluable as CXC was able to benefit from their vast experience in administering examinations.According to the then Registrar, Wildred Beckles, with the help of Chief Examiners

In the last three years students from Guyana have dominated the CSEC Regional Top Awards, here 2008 winner Yana Marisa Edwards receives her prize from Professor Nigel Harris, CXC Chairman

from the Cambridge Examination Syn-dicate, CXC was able to train a sufficient cadre of markers to mark the examina-tions in 1979. That training involved marking “live” GCE O’ Level scripts written by Caribbean students in the fifth form – CXC’s target age group.But that assistance did not end there. Several CXC staffers went on training attachments and visits to the UK and Scottish examinations boards as well as to ETS to learn the rudiments of examination administration.Beckles also recalled that the CXC secured the services of Caribbean and British Moderators to vet its question papers. “The Caribbean to ensure the relevance of the questions to the region, the British to ensure the quality of the examining processes and comparability with similar examinations at age 16 plus,” he writes in an article published in the May Issue of CXC The Caribbean Examiner magazine.

From doubt to acceptance The initial doubts about the success or value of a Caribbean examination have

long been put to rest. In 1978 when some students heard they were going to be the first cohort of candidates to write a new Caribbean examination, they were resis-tant and doubtful. One female student from the Class of 1979 commented “I did not see myself as a pioneer charting the course for future generations. I thought we were guinea pigs for CXC being used for the ‘trial run.’ This student was not alone. A student from an all-boys school wrote, “I was in all honesty not too enthused, in fact, my attitude was one of indifference. We were at best skeptical of the examinations and deemed it to be an experiment with us being the guinea pigs.” As a result, a lot of the students in 1979 wrote both the CXC CSEC examinations and the O’Levels of the overseas boards, ‘just in case.’However, today the student from the all-boys school admitted, “I wish to state unequivocally that I am extremely happy that my worst fear about the inaugural examinations was unfounded as evi-denced by the fact that the Council has C

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ACADEMIC TRAINING

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grown from strength to strength and 30 years after stands tall in the Caribbean landscape.”Two of the region’s Chief Education Of-ficers recalled the fears about the CSEC examinations. Yvonne Lewis, Chief Educa-tion Officer (Acting) in Trinidad and To-bago speaking to CXC Youtube site noted, “I remember when CXC was first started, there were a lot of questions and doubts, but now it is accepted worldwide.”Dr. Wendy Griffith-Watson, CEO in Bar-bados also had such recollections as a teacher at the time. “At first as you would imagine it was a rocky road, it took about five years, but now there is no question about its value,” Dr Griffith-Watson said in an interview for the CXC 30th Anniversary video documentary.

CSEC the gold standardThe CSEC examination is perhaps the only examination which affects every house-hold in the English-speaking Caribbean at one time or another since 1979. The children of the CSEC Class of 1979 - those persons who wrote the first examinations, are now writing CSEC or have written it already. It has become the gold standard of secondary school accomplishment in the Caribbean. CSEC is the proverbial high school currency which secondary school graduates in the region ‘spend’ to enter the job market or tertiary education. It is the window to their world.Every advertisement in the Caribbean for a job vacancy in the government service, the private sector or security services, calls for a minimum of “CXC passes.” What they really mean is CSEC acceptable grades; that is, Grades I and II for candi-dates who wrote the examinations prior to 1998 and Grades I to III for candidates who wrote the examinations after 1998. “Employees recognise CXC General Pro-ficiency as their standard for providing employment for leavers,” stated Osmond Petty, Permanent Secretary in the Ministry of Education, St Kitts and Nevis, speaking in an interview in the CXC 30th Anniver-sary video documentary. “It is the accept-able qualifications for school-leavers. You state the requirements in terms of passes at CXC General Proficiency or its equiva-

lence,” added Petty.Philomene Alexander, CXC Local Registrar in the Ministry of Education in St Lucia said, “CSEC in St Lucia has done very well for our students and in fact for the Coun-try as a whole.” Our students use CSEC as the basis for furthering their studies.”In an interview for CXC’s Youtube site, Alexander added that CSEC has helped with the improved instructional level at schools in St Lucia. “We have had people who mark the exams and they come back to the country with a lot of experience that they pass on at the classroom level,” she explained.Melicita Bovell, Deputy Chief Education Officer in the Ministry of Education in Guyana was both poetic and philosophi-cal in her views about CXC and the CSEC examination. Bovell noted that while the region shares a common history, “CXC really fuses us into being a Caribbean people.”“It has become a household name that has given people an identity as one with their fellow brothers and sisters of the Caribbean and this has happened for our students and teachers so I feel that CXC has been the glue for people in the Carib-bean.”

Diversity of offeringOver the 30 years of the CSEC examina-tions, one of the features has been the diversity of the subject disciplines offered. From only offering English Language,

Mathematics, Caribbean History, Geogra-phy and Integrated Science in 1979, CXC now offers 33 subjects at CSEC in various cognate groups.

Agriculture Science • Agricultural Science (Double Award) • Agricultural Science (Single Award) Business Education• Office Administration Principles of

Accounts• Economics • Principles of Business Electronic Docu-ment Preparation and Management

Expressive Arts• Visual Arts Music• Theatre Arts Physical Education and Sport

Home Economics• Clothing and Textiles Food and Nutrition• Home Economics Management

Humanities• Caribbean History English A• English B Geography• Religious Education Social Studies

Industrial Arts •Technical Drawing •Industrial Technology•Building Technology•Option 1 – Woods•Option 2 - Construction•Electrical and Electronic Technology•Mechanical Engineering Technology

Modern Languages• French• Spanish Science and Mathematics• Biology Chemistry• Integrated Science Mathematics• Physics Human and Social Biology • Information Technology BF

Cleveland Sam, Public Info Officer, CXC

For further info contact:www.cxc.org

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CACADEMIC TRAINING

St Lucian Dr. Didacus JulesCXC Registrar & CEO


Hon. Arsene JamesMinister of Education and Culture

Dr. Rufina FrederickPermanent Secretary

Brenda YorkeDeputy Permanent Secretary

Augusta IfillDeputy Chief Education Officer

Monetta EdwardDeputy Chief Education Officer

Marcus EdwardDeputy Chief Education Officer

Sen. Gaspar CharlemagneMinister in the Ministry of Education

and Culture

For further information visit the Ministry’s website. www.education.gov.lc

LEADERS IN EDUCATIONLEADERS IN EDUCATION


EVOLUTION OF

LEARNING

The Sir Arthur Lewis Community College (SALCC) was established in 1985; its mandate is to increase

opportunities for tertiary education and training and to equip its students with relevant and appropriate career entry, advancement or retraining skills and competencies. This mandate is demonstrably appropriate for a College named after Saint Lucia’s first Noble Laureate (Economics 1979) who famously said;

“The fundamental cure for poverty is not money but knowledge”

Situated at Morne Fortune in Castries, the College includes a smaller campus in Vieux Fort in the south of the island. SALCC offers instruction in Agriculture,

Arts, Science and General Studies, Health Sciences, Teacher Education and Educational Administration, Technical Education and Management Studies. Since inception, it has worked assiduously to fulfill its mandate. Its student population has grown from approximately 600 in 1985/86 to 1724 for the 2008/09 academic year. Its course offerings have also increased to meet the changing career landscape and the demands of the market.

Central to its strategy of fulfilling its mandate is collaboration - collaboration with public and private sector organizations at the local, regional and international levels. This focus on collaboration has been necessitated not only by the resource limitations that small island economies like St. Lucia face but also because they build relationships which augur well for students seeking jobs or embarking upon further studies and for

lecturers who undertake research projects within the wider community.

Collaboration with regional universities has allowed many SALCC students to graduate with endorsed certificates which have guaranteed them greater access to opportunities at the regional level. It has also allowed students to complete their first and in some instances their second year of their Degree Program at the College. For instance, collaboration with UWI and the Caribbean Tourism Organization (CTO) has allowed students with a SALCC Associate Degree in Hospitality Studies to get a first year exemption from their Degree. Similar collaboration between Division of Teacher Education and Educational Studies S

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SIR ARTHUR LEWIS COMMUNITY COLLEGE

ACADEMIC TRAINING

Urban DolorVice Prinicipal S.A.L.C.C.

Beverley LansiquotPrinicipal S.A.L.C.C.

SALCC is preparing for a new phase on its journey – offering Baccalaureate Degrees. This transition, though difficult, is one which must be made if the College is to remain relevant and to answer the Nation’s call for more skilled personnel. BF

For Further info caontact:www.salcc.edu/lc BF

For further info contact:www.salcc.edu.lc

(DTEEA) and UWI has enable students to obtain Bachelor of Education Certificate and collaboration with the Regional Nursing Council has allowed nursing students to sit their Licensure Exams at the College.

The College is at present collaborating with the Caribbean Knowledge Learning Network (CKLN) in developing the human and technical skills necessary for offering courses online. This mode of delivery will become increasingly important to the College as a means of dealing with the space constraints it is experiencing and the changing approach to learning of a generation that has grown up with computers and video games. More recently the College has also partnered with the University of Hamburg in Germany in a three year Banana

Commercialization Project. This project seeks to assist banana farmers and agro companies in acquiring the commercial skills necessary for survival in the global economy.

Collaboration continues in the College’s efforts to ensure that its courses remain relevant. For example, the Division of Technical Education and Management Studies (DTEMS) has established Course Advisory Boards, made up of employers and persons with the expertise necessary to advise the College on the content of courses being offered, so as to ensure the relevance of skills being transferred. Similarly, the Department of Continuing Education (DOCE) consults with its stakeholders in order to develop courses customized to meet their specific needs.

At this juncture in its existence, the

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Provides St. Lucian Youth between the ages of 12 and 19 with a second chance at learning a life skill. As of September 2009 our programme will be a three year programme. The Adolescent Development Programme (A.D.P.) is taught for the first year and the Skills Programme with Certification for two years.

Centre for Adolescent Renewal and Education

C.A.R.E.

Skills offered: Air Conditioning and Refrigeration, Auto Mechanics, Carpentry and Joinery, Catering and Hospitality, Cosmetology, Electrical Small Appliance Repair and Installation, Garment Construction, and Office Skills.

Tel: ( 758 ) 451-1510 Fax: ( 758 ) 456 - 0771For registration, please contact us at:

Email: [email protected] www.carecentres.org

‘Experience the joy of Learning’

For CXC Students/ A Level Students & trainee teachers.

Study room facilities for individuals or groups.

Selected books, Past CXC papers& Solutions are available

for use during study.

Air-Conditioned comfort Tel: 459-0443/ 713-5745

THE STUDY LOUNGE

Location: Daher BldgBois D’ Orange

Gros Islet

email: [email protected]

Available:Laptop use

& Wireless Internet



Distance Learning is by no means a new method of earning a degree. It dates back to as early as 1728.

The University of London was the first to offer degrees by distance learning, estab-lishing its external programme in 1858. In the Caribbean, the University of the West Indies was founded in 1948 through such a relation with the University of London.

Advancement in technology has helped create remove many barriers to educa-tion and helped create a global learning environment. By 2006, over 3,500,000 were studying in a traditional classroom is simply not an option. By studying online, students from around the world can ac-cess world-class institutions and faculty without having to pack their bags and travel to the UK or USA.

Ryan Jones graduated from the Univer-sity of Leicester MBA by distance learning talks of his experience. “As I started the MBA programme, flexibility was of utmost importance as I needed a course that would allow me the opportunity to bal-ance the rigors of a demanding full-time job, along with my studies. Flexibility be-came even more critical than ever to me,

Why Earn a Degree Online?

after I got married and later, also became a father. Soon the demands of balancing a full-time and challenging career, a new family and my studies started to become all but overwhelming. With strong sup-port from both the University and their local representatives however, I was encouraged to preserve and complete the programme.”

Since completing the programme, both my personal and professional outlooks have changed. On reflection, I think the course was designed with as much intent to influence the way students think and approach problem, as it was to develop managerial skill. Armed with the addi-tional knowledge and skill gained from the course and an increased level of self-confidence, I decided to give up my banking position, to pursue a career in management consultancy. A few months later, I am pleased to report that I have successfully started my own business (RSJ Consulting) and am now providing consul-tancy services to a number of organisa-tions across the Caribbean region.”

For the Caribbean region, online educa-tion brings new opportunities to many

professionals. Education for Advance-ment, works in partnership with universi-ties from the UK and USA to provide a wide range of qualifications throughout the region. John Evans, President of EFA comments “To date, we have helped al-most 2,000 people throughout the Carib-bean pursue further education due to lack of local options. We are proud to bring world-class education to the Caribbean to help more people. “

With increased global competition, con-tinuing education throughout your career is now a must. Gone are the days when MBA graduates could walk into any job of their choice. Having an MBA is now a min-imum requirement for many management positions. Earning a degree online is now seen as a flexible and affordable alterna-tive to a campus-based education. It is no longer seen as an inferior option as online learners are now recognised as ambitious and self-disciplined who balance family life, careers and their education. BF

Thecla Fitz, Executive Director, IDEA

For further info contact:www.efalearning.com

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NATIONAL RESEARCH & DEVELOPMENT FOUNDATION

Building Capacity in the

Workforce

ACADEMIC & SKILLS TRAIINING

The National Research and Develop-ment Foundation (NRDF) is a pri-vate, Non-Governmental, non-profit

organization established in 1983 under the laws of St. Lucia, to promote research and development and the expansion of economic activity in St Lucia. NRDF emerged from the Caribbean Research Centre St. Lucia, (1978 – 1983), a similar Non-Government, non-profit institution created to co-ordinate, support and un-dertake socio-economic research projects.

From its inception the NRDF got in-volved in providing training to its many loan clients in a bid to provide them with the necessary skills so as to make their business ventures more successful. This type of focus training allowed us to build on our competencies and soon thereafter the Foundation began offering person-alized training courses to the business community along with its own certifi-cate courses in Accounting, which too is endorsed by the University of the West Indies.

As part of its continued effort to remain relevant, the Foundation fostered its relationship with the University of the West Indies to offer more UWI endorsed courses which provided St. Lucians with the opportunity to undertake stand-alone programmes, as other product offerings in the market at that time, did not provide level of flexibility.

In 1999, after several requests from many current and past students, the Foundation obtained accreditation status from the Association of Business Execu-tives (ABE) to offer tutorial support for their Business Administration programme. A programme which had seen scores of St. Lucian students traveling to Trinidad to complete. This kind of exposure in facili-tating professional studies opened up new avenues for the Foundation, and by Janu-ary 2003 we were able to offer academic programmes from BSc’s in Management from Sutherland University to MBA’s and MSc’s from University of Leicester.

Still not satisfied that we had catered

to the needs of our patrons, the Founda-tion in 2005 through its collaboration with Holborn College registered its first cohort of students to study for an LLB right here in St. Lucia. In keeping with this trust, the Foundation is also looking to broaden its offering by providing practicing lawyers on island with the opportunity to pursue their LLM studies right here in St. Lucia.

The Foundation however is not only about the academics, we also provide skills training to those persons who request more hands-on courses as our offerings to them include such courses as Hairdressing, Manicure/Pedicure, Dress Making and Pastry and Bread Making to name a few. At the NRDF we pride ourselves in providing continuity of study as we have accepted it as our responsibil-ity to develop this nation one student at a time. BF

Albert Smith, Marketing Officer, NRDF

For further info contact:www.nrdf.org.lc

NR

DF


It is said that people who work in a learning organization are a fully awakened people. A major

commitment of the East Caribbean Financial Holding Ltd. (ECFH) is to ensure that it is an organization made up of ‘fully awakened’ staff. As such, ECFH’s Human Resource Department works hard to create a culture of learning throughout the Group and its subsidiaries.

Learning is an ongoing and creative process for its staff; one that develops, adapts and performs to the needs and aspirations of the ever changing working environment. In fact, the ECFH Group prides itself on the importance that it places on training and development. It spends a great deal of resources on training initiatives for its employees.

To date, several initiatives have been established to facilitate the continued growth and development of its employees. Some of these ongoing initiatives include:

Tuition assistance for employees• In-house training• Training attachments • Student loan facilities• Overseas training and conferences•

ECFHCreating a Culture of Learning

•Tuition assistance is a form of financial aid offered to employees who wish to pursue studies in areas that have been highlighted on the ECFH Training Priority List. Employees may use this programme to pursue either a profes-sional diploma, bachelor’s degree or a master’s degree. More than 100 employees have benefitted from this programme so far.

•In-house training is a part of ECFH’s training philosophy. The organization focuses on delivery of a variety of in-house programmes that are available to all levels of staff. To date, some of the major in-house programmes include customer service training, orientation training, presentation skills, credit risk training, and leadership development. As part of this initiative, ECFH has also developed a cadre of in-house trainers who assist in the learning process.

•Training attachments are short stints ar-ranged by the organisation to facilitate hands-on training for managers and supervisors. The majority of our training attachments have been facilitated by other financial institutions throughout the region.

•Student loan facilities have been put in place for staff at concessionary rates so that employees can pursue further career and professional development.

•Overseas training and conferences as a training initiative was established by the organization to give employees international exposure as well as to create opportunities for networking and knowledge sharing. Employees from the Group have attended conferences both regionally and internationally and they have gained significantly from these experiences.

ECFH believes in the continuous educa-tion and training of its staff complement at all levels. The strength of an organiza-tion depends on the knowledge base and competence of its employees and so it must invest seriously in securing this. ECFH is committed to making this kind of investment for the benefit of the Group as well as for the personal and professional development of its employees. BF

Marketing & Corporate Communications Department ECFH

For further info contact:[email protected]

ECFH Staff in training session

TERTIARY & PROFESSIONALEC

FH



SEDU serves as a ‘one-stop shop’, which facilitates the sustainable development of the micro and small

business sectorThe relevance of the small business

sector is often overlooked. This sector plays a vital role in the socio-economic progress of any country. The sector allows for the use and development of entrepreneurial skills which leads to gainful employment. In many developing countries like Saint Lucia, with high unemployment and limited resources, the development of this sector is critical in addressing socio-economic issues.

The Government of Saint Lucia established a Small Enterprise Development Unit (SEDU) in September 1994. The public had access to SEDU and its services from 1995 prior to its official launching on January 23, 1996. From its inception, the institution has been located in the Ministry of Commerce. It began operating under the management of Mr. Benjamin Emmanuel (Head) and Mr. McLennan (UNDP Consultant). It grew under the leadership of Mr. Peter Lorde, PMP (1998-2007). Ms Julia Mitille is the current Director.

Participants from the Project Management Professional (PMP) Certification Programme (Cycle 8 – February to June 2008)

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SEDU’s mandate is to implement the strategic agenda item, the Micro and Small Business Development, of the National Industrial Policy. In fulfilling this mandate SEDU offers assistance to enhance the technical and operational competence of micro and small businesses. The Business Development Officers at SEDU work with prospective and existing entrepreneurs, which include women, young persons, school leavers, unemployed people, micro and small entrepreneurs in all economic sectors, to provide support and guidance to promote the viability of their businesses. The Business Development Officers, as certified Project Managers, promote the Project Management approach to enhance business decision making in all sectors.

SEDU services are offered through four programmes which support the strategy of micro and small enterprise development. They are Access to Finance; Market and Product Development; Entrepreneurial Development and Advocacy. SEDU through its Entrepreneurial Development Programme equips micro and small entrepreneurs

with the right skill set to foster the growth of their enterprise.

The training programmes include – Small Business Management, Financial Management, Marketing Management, Peachtree Accounting, Cost Estimating, Basic Project Management for Small Contractors, Strategic Alliance and Project Management certification. They are held September to December and February to June.

SEDU serves as a ‘one-stop shop’, which facilitates the sustainable development of the micro and small business sector including: Agriculture, Agroprocessing, Construction, Hospitality, Manufacturing, Retail, Services

SEDU is continuing its pledge to ensure that micro and small enterprises find their rightful place in the growing business sector of Saint Lucia. BF

Perle M. Alcindor, Business Development Officer, SEDU

For further info contact:Email: [email protected]/sedu.php

SEDU - Developing and Sustaining Small Businesses


in house programme.“We will continue to hold these

‘reinforcement courses’ to make sure that our team members don’t lose sight of the importance of Food Safety and Sanitation practices. Food Safety and Sanitation Pocket Guides have been purchased for every location and this should serve as a source of reference at the store level for following these guidelines.

While most of what Super J sells is not manufactured or produced by the company, the policy is to work with suppliers who have proper quality assurance and controls measures within their operations. As a bolster to this policy, the company also has an effective food recall system in place to be able to quickly track and remove from circulation any products recalled by suppliers, thereby maintaining a high standard of care and concern for the health and protection of customers.BF

Sariah Best-Joseph, PR Manager, CFL

For further info contact:www.superjsupermarkets.com

The food industry is a competitive business, and as a leading indigenous retailer Super J understands that without public

confidence in the integrity of its products, the company would be out of business. That is why the company continues to take steps to strengthen its overall food safety operations.

Over the last few weeks over seventy of the company’s team members have been undergoing food safety training at Super J’s in house Supermarket Career Institute (SCI). This as part of an ongoing compulsory programme for team members who handle food products on a daily basis, particularly those in the perishables, packaging, bakery, deli and other freshly prepared food sections of the supermarket. The training also sought to reinforce some key food handling and food safety principles, in light of the increased incidence of food recalls in the international food industry.

Held over three days the food safety course is based on a programme offered

Super J Employees

get Food Safety Training

by the Food Marketing Institute (FMI) in the USA called SUPERSAFEMARK - Retail Best Practices to Food Safety and Sanitation. During the training, Super J employees were brought up to speed on the essentials of food safety and sanitation such as personal hygiene, time and temperature management, preventing cross contamination, cleaning and sanitizing practices, and accident prevention and safety. The group also looked at various case studies on critical food safety techniques, while engaging in practice exercises and progress testing to ensure mastery of concepts.

Upon completion of the training programme each participant received a certificate of attendence from the Supermarket Career Institute. Training Manager Charmaine Nickson says these programmes are ongoing as Super J takes its food safety responsibility very seriously. Consequently all of the company’s trainees must complete an online course entitled “Food Safety and Sanitation Basics” as a prerequisite to the

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HUMAN RESOURCE THE BACKBONE OF

Deeply enshrined in the Sandals philosophy is the view that employees are the backbone of

the advancement of the Caribbean’s vital tourism industry. “Give us the smile and we will train the skill,” Sandals officials are often fond of saying. The luxury included hotel chain operates 22 resorts under four different brands in St. Lucia, Jamaica, Bahamas, Turks and Caicos, and Antigua with a strong emphasis on employee relations. All of its resorts are outfitted with training departments with sole responsibility to “Sandalize” recruited talent into world class hospitality ambassadors. Sandals team members have developed a reputation in the travel trade as among the best according to Jeremy Jones, the hotel chain’s Regional Director for the Eastern Caribbean.

“We attach a great degree of significance to the development of our employees, who define the mood and style of any hotel. You can have the best suites and restaurants in the world but if you don’t have employees with a passion for service then you are simply not ready for business,” comments Jones.

The Sandals Regional Director has also disclosed the resorts training program, encapsulates orientation, soft skills, department specific skills, life skills and on the job coaching. He added that scores

“GIVE US THE smile AND WE WILL TRAIN THE skill”

of Sandals team members have benefited from various exchange programs with several prestigious institutions around the world. These include Hocking College out of the United States and CHN University out of Holland. He also disclosed that Global University for Life Long Learning out of the United States also allows Sandals team members and managers to attain their Bachelor’s, Master’s and Doctorate Degrees while pursuing their careers.

“Training is what sets organisations apart by providing team members with skill, sets them not only for the workplace but also for their development in their personal lives. The most important resource of any organization is its human resource. I think it is because of our comprehensive approach to training that we have been able to produce such a respected contingent of employees. Our employees are always well sought after by our competitors and that says to me that there is a tremendous amount of respect for what we do as an organization in the field of human resource development,” says the new Sandals head in the Eastern Caribbean.

According to Jones, developing the young in various Sandals host communities is another aspect of training that the company holds dear to its heart.

This explains why over the years in Jamaica there has been a well established community hospitality training program, which allows for the equipping of the unemployed with pertinent hospitality skills. The program has recently spread its wings to St. Lucia as Sandals Grande recently graduated the first batch of aspiring hospitality professionals.

“We are very cognizant of the invaluable role tourism plays in the development of the economy of St. Lucia. It is the future of the island and so equipping the community with various skills and knowledge position its members in very good stead to cash in on the benefits of the world’s fastest growing industry,” noted Jones.

Other unemployed youths from around the island are also poised to benefit from current efforts to launch more of these programs in St. Lucia. The community hospitality training programs is as a result of the company’s dedication to its corporate social responsibility with an underlining ethos which suggests, that Sandals truly sees itself as part of the St. Lucian family. BF

For further info contact:Dominic Fedee - P.R. Managerwww.sandals.com

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HIS VISION FORHIS VISION FOROne on One with Jeremy Jones,

Sandals Regional Director, Eastern Caribbean.

BF: From your biography, your approach seems to be to; become an all-rounder to be an exert in as much as possible in the field and have a solid foundation to take on a position of leadership and influence, how do you intend to influence the human resources at Sandals with this professional philosophy?

JJ: The title in and of itself, being a manager is one thing, the title being a general manager which is where I’m coming from as a background means that you have to generalize in a lot of things so you become familiar and comfortable in all the different facets of the industry. Be it finance, be it food and beverage, be it entertainment all different areas so when you’re going to be a manager of general things you need to be a ‘jack-of-all-trades’. And for anybody getting involved in the industry, it is going to be to their benefit to learn all areas of the industry to move forward.

BF: Would you say there is a need for a level of patience?

JJ: When I got out of university with an undergrad degree in hospitality management I immediately thought I would be a General Manager now, you

go knocking on doors going through interviews, and waiting for opportunities and it was 10 years of going through sales, marketing, food and beverage, entertainment and everything else before I got my first appointment as a general manager. For the interns who are working and coming into it, patience is a virtue.

BF: What is your response to persons who have the perspective that there is a lack of training in the Eastern Caribbean particularly for persons who have qualifications?

JJ: School is going to prepare you academically, and what I’m finding a lot is that you’re going to get some brilliant graduates coming from school without having any real life experience. There is not a lot that you’re going to learn that you are going to immediately apply coming from a university, high school or a college background. You going to see that it provides you with a solid foundation of the principles of hospitality management, but real life experiences and what you going to learn once you hit the ground is a different ball game.

BF: What is the vision/mission statement as it relates to employees,

particularly the training aspect, persons who are starting out in the hospitality industry?

JJ: Be a sponge, as much as possible, soak up as much as you can and make sure the mistakes you made yesterday, you don’t make today and you definitely erase for tomorrow.

BF: Do you find that is happening?JJ: For the most part yes. I think that

people are always willing to learn and guess what not everybody’s really made for this industry. People sometimes need to separate a job from a career. If you are in this business for a job you will always do well, you get well-paid and life will go on, if you are in it for a career then when you start producing and performing the doors are going to open and you tend to move up the ladder.

BF: In your business employees can make or break you, in those employee-guest relations, services are the critical factors. Based on this, employee training and standards have been established, please elaborate.

JJ: Let me tell you how committed we are to employees. This particular property that we are on [Halcyon] experiences

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Jeremy Jones and staff in Management Session



one of the highest percentages in return in clients. 45%-50% of the clients here today has been here before or visited a Sandals before. Just recently we flew all of the top performing employees to Jamaica to celebrate their performances, all the team members of the year were flown to the island, we brought them in the weekend and we celebrated that. Took them on tours and we had a black tie event because we firmly believe what is rewarded is what gets repeated. We want to reward excellence that has always been our mandate and build loyalty.

BF: Is there a Sandals Manual or Handbook?

JJ: During the orientation process and it’s a five-day orientation process there is a handbook with all the rules and regulations and the dos and don’ts. But what we want the team members coming in is to see the culture of Sandals. It’s a culture of rewarding excellence, it’s a culture of enjoying the job that you do, it’s a culture of ensuring that you exceed the client’s expectations every time you can.

Can you teach that type of stuff? A little bit. But if the team members don’t believe that this is what they what to do they selected the wrong place. I call it a dating experience. For the first week that they are here as in employee it’s almost as though you are going on a date with a potential partner. It’s an opportunity to feel each other out. Am I comfortable with this person? Do I like this person? It’s the same way when you go for a job. Can I perform this task to the benefit of the organisation? And that stage of the game we’re going to determine are you the best candidate for the position or aren’t you. And you as a potential employee have an opportunity. Maybe this isn’t the business for me. So that’s why I call it a dating exercise you need to find out if you are well suited for the job.

BF: So you have the approach that it might not fit and that’s OK?

JJ: Yes. We don’t want to force somebody into a situation just because they want a job. I want someone working here because they see this as a career. And there’s nothing wrong with being a career waiter, if that’s your skill and that’s what you enjoy doing and do it well. If you travel around Europe you see these 60, 70-year-old waiters and they have been a waiter for the past 35 or 40 years. And they have with pride put their children through school and live a very good quality life. Now can we achieve that in the Caribbean? I think we have in

some areas and I think we can do a lot better. But I don’t think there is anything wrong with having that as a profession. If you are very good at it and you show the supervisory skills and the management skills then you are going to start climbing the ladder. Because I still think the hotel industry is one of those where you can come in as a bellman and leave as a general manager. You can come in at the entry level and leave at the top of the game.

BF: Is there anything as a Sandals Training Academy?

JJ: It’s currently being revamped. We have a whole training and development division that is now being restructured and reorganised. That’s why with the internship programme that’s one of the first areas we’re reaching out to the overseas universities. Providing their students with internship possibilities because we’re also going to start rewarding our team members here with scholarships to go to these overseas universities so there is a hand off there.

BF: Sandals as a brand, it seems like the resort being in a country does more for the Country that the county does for Sandals. What is your response to this statement?

JJ: Sandals is a very powerful brand. We recently got awarded by Superbrands as one of the best-known 500 brands in the UK. Now for a Caribbean company

to be recognised that way is no small achievement. I think it speaks volumes for what we have done with the brand that’s Sandals. And we’re part of the countries where we operate and we can’t operate without the personality, the feel, the culture of the country, and we’re always welcomed into all the jurisdictions where we operate. Do we do more for the countries than the countries do for us I don’t think so. Just by what we do the destinations are going to benefit. But if we weren’t welcomed into the islands we wouldn’t be able to achieve the success that we have.

BF: There seems to be an educational divide in St. Lucia and possibly the Eastern Caribbean in term of Academic and Vocational training. Can the two approaches complement each other and where does Sandals as an industry and training ground fall into this?

JJ: I think they can complement each other because the industry requires so many different levels of expertise it’s a very labour intensive job but it’s also a very labour intensive job industry that brings people in at different trade levels so you don’t necessarily require high level of academic qualifications to have a job as a server or a housekeeper. But in today’s world when you look at where IT, finance and engineering is going, you’re talking about people who have to be at the top of their game in those fields to function in the resorts. I think gone are the days when people used to looks at hotels and see cooks waiters and housekeepers. Now we are attracting IT, finance and water-treatment specialist, engineers so they work hand-in-hand because the industry is so diverse.

BF: “I wanted to place my own mark and style on a product.” Is that your philosophy for business and moving forward, is that your philosophy for Sandals?

JJ: You going to see from my leadership here something that is going to be far more inclusive it’s not Mr. Jones in the distance I can’t lead that way. I have to have a fair amount of belief and confidence in the people that I’m leading that they’re going to trust that my decisions are ultimately what is going to be in the best interest of the organisation and achieving its objectives. BF

Christy Recaii

For further info contact:www.sandals.com

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Since its formation is 1983, the Saint Lucia Air and Sea Ports Authority (SLASPA) has been an organization

with a strong focus on developing a highly skilled work force, providing good compensation packages and meeting industry standard personnel policies. Thanks to its Human Resource and Administration Department, SLASPA has been able to successfully enrich its workforce by creating and sustaining opportunities for employees’ development.

SLASPA’s Human Resource and Administration Department was formed in the 1990’s where a Training Officer was introduced into the mix. Management recognized that the human resources within the organization must include an assortment of activities, including recruiting and training the best

persons for the right job, ensuring all employees are high performers, handling performance matters, and making certain personnel and management practices are in keeping with various industry regulations.

The Training Officer’s position was introduced with the main role of focusing on developing the staff members in the organization, introducing and organizing training programmes for all the organizations employees. This was seen as a strategic move as the employees would be highly trained and better skilled to perform their tasks, allowing them to make strides in their careers. Many have even gone to other islands to train staff members of various Seaports to include St. Vincent and Dominica.

The department was restructured in 2007 to better serve SLASPA’s

work force that had grown to over 400 employees. The restructured departments now include a Manager for Employee Compensation, and a Manager for Employee Development who are supported by two Personnel Specialists, an Administrative Officer and approximately twenty (20) secretarial and administrative personnel. The Manager for Employee Development is responsible for the training and development of the Authority’s Human Resources to achieve organizational successes.

SLASPA’s two main aspects of training includes Developmental Training which is soft skills- ranging from Time Management and Customer Service and Technical Training which equips employees with specific skills for the job functions and the equipment which they are required to utilize. At SLASPA,

SLASPA – Enriching its Workforce by Creating and Sustaining Opportunities for Training and Development

SLASPASAINT LUCIA AIR AND SEA PORTS AUTHORITY

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SLASPA Staff at recent training programme


Education & Training FeatureEducation & Training Feature

all employees are eligible for training. In the past year, the training unit has trained over 195 employees and offered and facilitated over 50 different types of training. There are however, some employees who must receive mandatory basic training which include Air Traffic Control Officers, Ports Police Officers and Pilot Boat Captains as these are specialized fields and require extensive training on the operations of the business.

SLASPA utilizes a variety of training methods such as in-house and external trainers. As an organization that is multifaceted and thrives on having a competitive advantage, SLASPA also promotes e-learning where employees are encouraged to pursue online courses that are not readily available locally. In

keeping with their mandate of sustaining a learning culture, SLASPA provides information via booklets, DVDs, and other learning material to encourage employees to keep informed.

SLASPA’s in house training program is very active as they run a variety of customized in house courses - including supervisory development, customer service, safety workshops and basic enrichment among others. SLASPA also collaborates with stakeholders and other organizations such as LUCELEC and CARILEC to offer joint training to SLASPA’s and LUCELEC’s employees as well as the wider society through the use of our improved training facility. SLASPA’s employees also benefit from local, regional and international courses

which are often conducted outside the perimeters of SLASPA’s facilities.

It is therefore clear that SLASPA’s management has also invested heavily in its human resources by putting employees first and by recognizing them as the Authority’s most important assets in order to make its seaports and airports industry leaders. SLASPA has embraced a learning culture where it seeks to meet one of its strategic objectives. Consequently, SLASPA is committed to enriching its workforce by creating and sustaining the opportunities available for training and development since SLASPA believes that their human capital is one of the most leading assets of the organization. BF

Fayola Ferdinand, Marketing Officer, SLASPA

For further info contact: www.slaspa.com

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TIPS FROM AN EXPERTSharpening Professional Skills To Get Ahead

Charlene Nelson, CEO and Founder of Nelson Enterprises, Ltd, a business development, marketing, and public relations firm focusing on growing and expanding business and individuals in St. Lucia and throughout the Caribbean.

Nelson Enterprises works with companies as well as individuals helping them develop their unique selling points, communicate more effectively, and promote themselves and their business in the best possible way. Nelson Enterprises works one-on-one as a consultant and also conducts professional training / motivational seminars.

Ms. Nelson has worked with a number of businesses across all industry sectors as well as individuals (e.g. business owners, high-level CEOs, government officials), helping them increase revenues, launch new products, expand into new markets, get a promotion, negotiate a salary increase, write business/marketing plans.

To be a life-long student is really the commitment that we as professionals must make if we want to stay at the top of our game. Read, attend seminars, talk to industry experts, try new things, and have fun learning!

Who Knows You? Network to Expand Your Influence

Remember the catch phrase, “It’s not what you know, but who you know.” Well, I say that in today’s competitive market, it’s really “Who knows you?” It’s important to be seen, to show up, and to be known. Attend business association meetings, eat lunch where other business-minded people eat lunch, or have a beverage where business people relax after work. Bring a stack of business cards and come prepared. Yes, prepared! Write down 3-5 key things you want people to know about you or your business. Be what I like to call “casually-intentional” and mention these things in your conversations and you’ll see results.

Branding YOU! – Creating a Resume that Stands Out

If a prospective employer were to look at your resume, would it be strong enough to get you an interview? One of the most common mistakes I see is that

people talk about their responsibilities but neglect to mention their achievements. Every time you make a statement, such as “Responsible for managing X,” ask yourself what I like to call the “So what?” question. Answering this question will help you get to the meat of why that particular experience matters and what you achieved as results.

Here’s an example of the “So what?” question at work. A salesman may say to a prospective buyer, “Our microwave is very powerful.” The savvy salesman, having asked him/herself the “So what?” questions, would say, “We have a very powerful microwave which means your dinner will cook 3x faster than the old model.”

The Elevator Speech –Treat Every Situation as a Mini-Presentation Opportunity

The ability to speak in any situation and get results is worth gold. Surely you have found yourself in an elevator or even the

supermarket standing next to someone you’ve wanted to speak to. How did it go? Did you achieve results or did you come away shaking your head and saying, “I forget to say…” or “I just didn’t say that right.” Whether you have 15 seconds in an elevator with someone or are giving a 15-minute presentation to a group, practice using this simple approach and you’ll see tremendous results.

First, state one single, clear-cut objective, that is, what is the purpose, the end in view, the target, why you’re here. Second, know your listener. Know what that person or group is going to want from you. Know what’s important to them. Know what they need. Do your research! Third, formulate your approach. Define the single thought or sentence that will best lead you to your objective. That is what’s the premise, root, idea, the focus, driving force, strategy, and theme of the message. Build in examples and proof points to support assertions.In summary, know what you want, know

Charlene Nelson

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who can give it to you, and know how to get it. THEN give your talk, create your brochure, or write your proposal. BF

For more tips from the expert:Seminar: 20 Powerful Marketing Must-Do’s to Succeed in Any BusinessDate: Wednesday, September 30, 2009Time: 8:30am – 12:30pm (sign-up at 8am)Register by September 23

Please see AD in Education & Training Feature

Charlene Nelson CEO & FounderNelson Enterprises(758) 719 • [email protected] www.nelsonenterprisesltd.com

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Sharpening “the saw”

in the Recession

“Whenever there is economic duress, companies tend to cut advertising and cut training costs. But those are exactly the two things you need: advertising to let

people know you are still there, and train-ing to hold on to your people and update

their skills” (Andrea Nieremburg)

Recent research clearly validates the theory that investing in training not only saves money but is far more

effective than trying to shop around for new talent. Organisations who focus on nurturing their talent in difficult economic times will be much better prepared to survive, grow and succeed when the economy picks up.

There really is a compelling business case for developing staff. Relevant, well designed, interactive training which enhances the critical knowledge, skills and attributes of your staff can be a powerful retention tool for real talent. It can also improve motivation, reduce absenteeism, increase productivity and help boost

customer satisfaction; all of which are essential for remaining competitive in difficult economic times. So I am boldly suggesting that you not cut your training budget because of the recession. Although that may seem somewhat strange in a downturn it really is a very smart business strategy which helps you to stabilise in the short term and grow in the medium and long term.

My advice would be that companies take the following steps as they plan training in these trying times: 1. Agree the areas of knowledge, skills and attitudes/attributes required to stay the course.2. Identify specific training for

people depending on their current knowledge, skills and attributes.3. Research available training, understand exactly how it will meet your needs, get references from others who have used the particular programme or the organisation.4. Ensure that learning objectives are agreed before the training is done and also agree how on the job improvements will be monitored. 5. Where group training is needed, investigate using proven DVD training modules and nominate a group leader to ensure that the sessions have constructive outcomes and follow ups.

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6. Ensure that any staff member being trained has a plan to implement lessons learnt on the job and also share those lessons with other colleagues as appropriate.7. For all training, after a month or two review the impact and, if necessary, have staff revisit the training materials and refocus on the areas for improvement.Apart from participating in formal training programmes, employees should be encouraged to find cost effective and creative ways to continue to sharpen their knowledge, skills and attributes.

Some powerful approaches include:On the job coaching – this requires commitment both by

the person being coached and by the coach. Expectations should be clearly defined and there needs to be genuine, open dialogue during the process.

Group work – in house problem-solving brainstorm sessions, sharing of “in house” best practices, etc.

Online research and other e-training – these avenues provide low cost exploration of many areas for training and development both of a technical nature and a personal development nature.

Project team work – where staff takes on work on a special project that may be outside the scope of their usual work it gives them an opportunity to work with different people and learn about different aspects of the organisation and/or its business.

Mentoring – where an individual purposefully chooses someone whom he/she wants to spend some focused time with in order to better understand some of the ways in which the chosen mentor has accomplished specific things. Mentors are most commonly used to help develop management and leadership competencies.

In conclusion, what is critical in these times and also in less difficult times is the need to continue to invest in developing your talent. Remember relevant training that is well planned and executed is an investment not an expense.

Companies who carefully identify the training and development needs of their people and plan and deliver training to meet those needs will always be able to attract and retain talent and keep their team motivated and productive.

Do not say “Our people are our most important asset”, just treat them as though they really are and they will see the organisation through difficult times and be there to prosper with the organisation when the grass is greener.

Revisit your training and development plan and execute it with creativity and purpose. A lull in business is the perfect time to sharpen “the saw” by training up your team. BF

Rosalind Jackson, Managing Director, Caribbean Catalyst Inc.

For further info contact:Caribbean Catalyst Inc.www.caribbeancatalyst.com

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As Managing Director of Celestial Self-Development Centre, Thecla Deterville’s responsibilities are vast

but she somehow manages to hold things together.

The company opened its doors in March of last year with the focus on providing programmes that are geared towards self-development. In fact, the company’s tagline – “Developing the human spirit” – comes with the full range of services that the company offers its varied clientele.

“We do ‘soft skills’ training for businesses, which include areas such as customer service, team building, leadership, conflict resolution, developing assertiveness, facilitate retreats, delegation, and change management workshops,” Deterville said, as Business Focus Magazine sat down with her for an interview at her company’s Sans Souci location, recently.

At Celestial, there are also the “heal-your-life” workshops, which Deterville noted has a wide-ranging positive impact on the overall self-development of the individual.

“The ‘heal-your-life’ programme is a self-development initiative we conduct to sort of show people that we have the capacity and need to be more focused and to try to purge ourselves of some of the excessive baggage we carry around. We also deal with the subject of how much of an impact the mind can have on the body. In addition, we also do the motivational speaking geared towards empowering people and also offer a consultancy service,” she added.

And just who does Celestial Self-Development Centre targets. Well, according to its Managing Director, just about everyone is welcome to enroll in the services she emphasized augur well for complementing the progressive, positive and innovative individual of today’s fast-paced world. Just one visit, she said, leaves one walking out with the feeling of some level of renewal.

Deterville has also converted what used to be her personal library into a space which is now open to the general public where patrons can leaf through books on business, self-development and spirituality, most of them penned by some of the world’s renowned authors. A $30 per year membership, she said,

Simply Celestial

affords members the opportunity of reading the books that offer invaluable advice and life lessons.

Since the inception of Celestial Self-Development Centre, people of diverse backgrounds have found the “heavenly haven” a perfect spot to harness a higher level of positivity, Business Focus Magazine understands. The in-house facility lends itself to the theory Deterville said she had originally intended: “the creation of a sanctuary where Life’s stresses can be forgotten, if only for brief moments.”

There is a conference room where workshops for business, executives, other corporate employees, public corporations and just the average Joe or Jane can sit in on a workshop or lecture, usually conducted by the company’s managing director. The room also doubles as a

screening room once a month when Movie Night – a more interactive feature in the company’s range of services – is held. Patrons get to watch a movie, are served refreshments and can also participate in healthy discussions of the movie afterwards.

Another service provided at Celestial is VowsPlus, where the company offers favours for special occasions such as weddings, anniversaries, birthdays, first communion parties, to name a few. There is a wide range of hand-made novelties that make the perfect gift for that perfect occasion.

So far, Deterville said, the feedback from those benefitting from the services her company provides has been nothing less than positive. She also foresees the point where the physical size of the business will need to be augmented as the need for the company’s services are constantly increasing in demand. Nevertheless, she seems determined to build on the success recorded thus far and keep complacency at a distance.

“My prerogative is to deliver a product at a high standard where my customers are satisfied. The reviews I get whenever people attend the workshops at Celestial are very encouraging. I think that if we continue to deliver a product which has the sort of quality that people are looking for, the word will catch on sooner or later,” a confident Deterville ended with a smile. BF

Stan Bishop

For further info contact:Email: [email protected]

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Parlez-vous Francaise?Alliance FranÇaise

Running the operations of the Alli-ance Francaise is no easy task and Claude Gonin readily attests to

that fact. Whilst most of us find it difficult coping with the one-job syndrome, Gonin somehow manages to multitask.

“I am the director of the Alliance Fran-caise in St. Lucia and I’m also responsible for the Alliance Francaise in Dominica, St. Kitts, St. Vincent and the Grenadines, Gre-nada – really, all of the OECS territories,” he told Business Focus.

His job as director of the Alliance Fran-caise is to ensure that the functions of the organisation are executed with careful precision. And what do these functions entail?

“At Alliance Francaise, we have two

main goals. The first is to promote the French language and the second is to pro-mote cultural diversity. We believe that language and culture work well together. We also teach French here, we have French television channels – basically, we are immersed in the French language.”

“We also have a mission to work in the areas of art and culture and promote a high level of diversity within that sector. This include fostering cultural exchanges between St. Lucia and other countries through the promotion of art through exhibitions, concerts, poetry readings, theatrical productions, book launches, and the like,” he told BF.

Since it opened its doors in the 1980’s, the Alliance Francaise has been one of

the key conduits that have served to forge relations between France and the territo-ries within the region. Its original office, Gonin informs us, was a rented building in downtown Castries. The current pyramid-shaped structure was constructed in 1992 and moved to its present Pointe Sera-phine location in 1994. The shape of the building, Gonin added, mimics the Pitons.

The non-profit organisation is run by a local board of members of an asso-ciation and is supported by the French government. However, in light of current economic woes affecting the globe, the Alliance Francaise has had to adapt to a crucial change.

“The French government gives us grants annually but of late it tends to be less

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generous with their money because they would like the association to generate and manage its own resources, so that’s what we tend to do now,” Gonin explained.

Over the course of its life, here in St. Lucia, the Alliance Francaise has been offering a number of courses which were subsidized by the French government.

“At Alliance Francaise, we have two main goals.

The first is to promote the French language and the second is to promote cul-

tural diversity. We believe that language and culture

work well together. We also teach French here, we have French televi-

sion channels – basically, we are immersed in the

French language.”

Students and private individuals can still choose from a wide range of courses still offered at the ‘Pyramid’, as it is often called. The courses run throughout the year and are kept at affordable price lev-els so as to ensure maximum participation in the programmes. However, in August, there are regular courses which comprise five sessions of seven weeks, mainly in the evenings.”

“Most of the people who participate in our courses are either those who have an urge to learn the French language or those who just need to reinforce their knowledge of it,” the director who took over the reins of the Pyramid in September 2008, said.

Apart from giving exposure to local, regional and international artists, the Alliance Francaise also has a formidable alliance with one of the island’s

forerunner in developing St. Lucia’s cultural product.

“We also work with the local organiza-tion, the Cultural Development Founda-tion. We’ve staged some plays here, some artists and so on. In essence, what we try to do is to bring elements of arts and culture that are not part of the St. Lucian

landscape here so that St. Lucians can get an understanding and appreciation of other cultures,” Claude told Business Focus.

Twelve part-time teachers and a small support staff base form the backbone of the operations at the Alliance Francaise. Theoretical and oral examinations in the French language are also conducted on a regular basis.

Given St. Lucia’s geographic location, Claude is of the opinion that despite the new challenges faced by the Alliance Francaise, the teaching of the French lan-guage here is becoming more and more relevant.

“St. Lucia’s close proximity to Martin-ique and Guadeloupe lends itself to the fact that we need to work much closer in fostering the exchanges between the territories. Recently, there was a trade

mission from Martinique and Guadeloupe that visited St. Lucia with the aim to do just that. So we would like to work more on this relationship that currently exists.

“I think there is a real desire for St. Lucians to learn French because of the nature of the island depending heavily on tourism. More and more tourists are

coming down here from Europe and a large proportion of them are French. So, you have more and more French-speaking tourists who will need to be facilitated in that regard,” Claude emphasized.

Finally, there is one misconception that Claude insisted on debunking as it relates to the Alliance Francaise.

“This is a St. Lucian association, so it’s our thing – not just a French thing. We want St. Lucians to know that they can come here and be very welcomed. Espe-cially the artists, who we are willing and ready to assist in whatever way we can,” Claude concluded. BF

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Officially launched on February 15th 2001, the National Skills Development Centre Inc. (NSDC)

has since embraced its mission to work together with the support of the private and public sectors, to provide information and training services toward developing a skilled, informed and marketable work-force. Conscious of the negative implica-tions of an under-skilled, non-productive, non-competitive workforce, the NSDC commenced operations as a Government owned company responsible for provid-ing technical vocational skills training and career guidance information for unem-ployed St. Lucians.

Guided by its vision to become a pro-gressively viable institution, dedicated to the advancement of knowledge, skills and attitudes necessary for survival in the changing global work environment, the

NSDC offers a growing range of services. These include a Learning Resource Sec-tion, an Internet Café, a Computer Lab, Career Counseling Services, Technical Vocational skills training, Productivity Enhancement skills training, Job Search workshops and a Job Attachment and Placement Service for those who qualify.

Headquartered at the Bisee Industrial Estate, the Centre boasts the availability of other branches used to facilitate train-ing programmes and outreach initiatives in the rural areas of the island. The NSDC utilizes financial resources provided by international grant funding agencies and local Government to fund its operations and provide services to its stakeholders. All services offered by the Centre are made possible by grant funding from the European Community External Aid Special Framework of Assistance Programme,

grant funding from the Caribbean Devel-opment Bank through the Basic Needs Trust Fund, the Poverty Reduction Fund, the World Bank and the Government of St. Lucia.

Since February 2001, the NSDC has been engaged in the provision of technical vocational skills training for hundreds of unemployed individuals. Training is being conducted in a wide variety of Technical and Vocational area and has sought to engage innumerable partnerships with non-government organizations, govern-ment departments and private sector firms. To date, these partnerships have resulted in the integration of hundreds of young people into gainful employment activities. BF

For further info contact:www.nsdcslu.org

NATIONAL SKILLS DEVELOPMENT CENTRE

Creating Opportunities And Enhancing Lives

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VOCATIONAL TRAINING

We are located just North of the Gros Islet Poly Clinic on the left hand side of the Massade Highway.

Jasmin CharlesSelection and Development Director

Tel: ( 758 ) 451 FIND (3463) Cel: ( 758 ) 716 FIND (3463)

Office Hours: Monday-Friday-9:00a.m.-3:00p.m.

Email: [email protected] Website: www.profindrecruit.com

MEETINGS AT THIS TIME BY APPOINTMENT ONLY

Recruitment And Development Agency

profind recruit provides recruitment solutions at your door step, but that’s not all, we also provide solutions to your teams development needs.

Sans Souci, P.O. Box 835, Castries, Saint LuciaTel(758) 453-1924 Fax: (758) 453-0244Email: [email protected] Website: www.celestialsdc.com

Our other Services include: self development workshops, sta� retreat facilitation, motivational movie evenings, library facilities, HR interventions,

Organizational audits, motivational speaking , board room rental.

July 9th—Building Your Self Esteem and Assertiveness Skills

15th & 16th—Performance Management: Managing Employee Performance30th—Delegation – The Art of Delegating E�ectively

August3rd & 4th—Customer Service Training/Critical Elements of Customer Service

September

10th & 11th—HR for Non HR Managers 22nd—Sales Training/Selling Smarter

29th & 30th —The ABC’s of Supervising Others October

14th—Business Etiquette & Grooming 28th—Time Management – Get Organized for Peak Performance

November3rd—Motivation Training – Motivating Your Workforce

11th - 13th Team Building: Developing High Performance Teams 25th—27th—Becoming Management Material

December8th—Customer Service for Front Line Sta�

Contact Us

Training Schedule July—Dec. 2009

Developing The Human SpiritDeveloping The Human Spirit


In 2007 the Bonne Terre Preparatory School Ltd celebrated its 15th anniversary and saw the opening of its high school department.

The Bonne Terre Preparatory School Ltd is a private co-educational institution. The school consist of a Pre-Kindergarten section (2 - 4 years) a primary section (5 - 12 years) and a secondary department. The elementary department was started in September 1992 by Mrs. Jennifer Alexander, a progressive and visionary educator who is still at the helm.

The plan for a high school department was to begin with Grades 7 & 8 and to increase by the addition of one grade per year. However, plans were changed in the final term of that academic year. The principal, always up for a challenge, agreed to assist when asked to take in some Grade 9 & 10 students from another school which was experiencing difficulties. So, within two years the high school was catering to students from Grade 7 to 11 (Forms 1 – 5).

Bonne Terre Preparatory school focuses not just on the mind, but on the entire person. We aim to keep students motivated to learn and grow. How do we do this?

• make school a warm and happy place so that learning is fun• help students maintain their natural curiosities about their environment• help develop their self-confidence in their ability to excel in whatever area they can• help students take responsibility for their thinking and learning• present students with a varied, stimulating and ambitious curriculumOver the years the school has been recognised for its high academic achievements,

its dedicated staff, innovative teaching styles, warm homely atmosphere and discipline. The school continues to be committed to providing a sound foundation. BF


The Bonne Terre Preparatory School Ltd

Progressing with the Years

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Grade 6 students in Martinique

Secondary students having a special time with Nicole David

Pre-Kindergarten having a lesson


“See Better, Look Great”

Comprehensive Eye Examinations Designer Frames/SunglassesContact Lenses Evening Appointments

Rodney Bay Medical Centre. Tel: 451-2000

Ophthalmologist

BAYBAYDr. Shah

We carry Brands such as:

Now Open

OPTICALOPTICAL

Reading Month activity


The Montessori Centre

The Montessori Centre, a learning establishment designed and built to cater for the educational

developmental needs of toddler, pre-primary and primary level students, commenced operations in the Rodney Bay area in September 2000. It forms part of a trio of private school establishments, and originated to accommodate (but not only for) families residing in the ever-growing residential areas in the north of the island.Owner and Director Mrs. Myrtle Murray, has a wide professional background as a teacher and educator. She started her teaching career at the age of 17, and later graduated from the then Teachers Training College at the Morne Educational Complex, (now Sir Arthur Lewis Community College) and has taught in a number of Primary schools both in and out of St. Lucia. She is also a qualified Montessori Infant and Toddler and Pre-Primary teacher.At The Montessori Centre she has been able to successfully incorporate a

Primary school programme to her usual toddler and pre-primary programmes, thus affording parents the opportunity to have their children receive all of their early childhood education at one establishment.Mrs. Murray is a strong believer in the Montessori Method of education, which she uses as the guiding philosophy for her schools. She considers Montessori even more important in preparing children for the increasing demands of today’s ever challenging world. Even as her primary (Grades 1-6) programme is not under the Montessori curriculum, the fact that nearly all of those students came from her Montessori toddler and pre-primary programmes and that they continue to learn in that type of environment, she explains, has worked well for them. For this current school year 2008-2009, The Montessori Centre has completed its developmental process and for the first time now offers the full compliment of primary school classes (Grade 1-6).Mrs. Murray indicates that private

schools play an important part in the education system of the island and their contribution cannot be discounted. She insists that the notion that private schools are venues for foreign or local children of a particular class or make-up has fast become a fallacy, as there is an ever increasing number of students attending such schools who are children of hard-working St. Lucian parents across the board and who in giving much more attention to the education of their children are prepared to consider options to the traditional public school system. A number of those parents, guided by their beliefs, make sacrifices to have their children in private schools and they should in no way be made to feel elitist. Whilst acknowledging the continuing important role of the public school system, Mrs. Murray indicates that private schools are about options and choices that are available to parents. She contends that the intrinsic nature of the private schools can sometimes give them an advantage. Often that is

The Right Start for a Bright Future

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Montessori students & educators


Murray always tries to ensure that her programmes are both well structured and conducted. She pays attention to teacher selection by making certain that they are suitably qualified and experienced where necessary and supports that with on going in-house staff development programmes throughout every term. She readily acknowledges that her staff and their levels of support and dedication have been instrumental in facilitating successful and smooth operations at her schools.Mrs. Murray believes that any success in business should never be fritted away but built upon. That belief and the still increasing demand for school places, led her to build and establish The International Montessori School of St. Lucia near The Montessori Centre, in April 2008. This new location houses all of her

where their success will lie. For her, she cites it’s about small class groups, personal attention, adequate resources and an emphasis on a range of extra curricular activities. These activities are not considered as distractions, but as stimulants for the minds of the students. The goal is to educate the child past the academics so that other talents can be exposed. As one example she refers to her annual Science Fair for her Reception to Grade 6 classes which has been a very successful feature. It is amazing, she indicates, how that exposes the talents, creativity and capabilities of those young children in the area of science. She quickly adds though that this must not be misinterpreted that a student will not also thrive in other environments.To facilitate her operations, Mrs.

toddler and pre-primary school operations where those children now have their own and more spacious environment to operate within. The reception and primary school classes have remained at The Montessori Centre and they too now have more space to operate within. This dedication of venues will serve to allow for enhancement and discreet expansion of overall operations of her educational services.Mrs. Murray acknowledges that parents of her students have over the many years been and continue to be very supportive of her school operations. BF

For further info contact:See Ad below

The Montessori Centre

Email: [email protected]

Extra Curricular Activities includes:French, Spanish, Yoga, Music, Creative Arts, IT, Football, Track & Field, Tennis,Swimming & Dance

Age range from 18 months-12 years ( Toddler-Grade 6 )

Trained Staff in all classrooms.Small class size, individual/ small group instruction

Rodney Heights, Box 220, CastriesTel: (758) 452-8114 Fax: (758) 452-9409

International School St. Lucia is a not for profit private school, developed in St. Lucia by a group of parents who

wanted a choice of education for their children. This group was passionate about having a school that would nurture a love of learning, develop character and skills, and base assessment on applied learning without the stress of exams at a young age.To do so, they began researching school systems, finding one in Trinidad that met their expectations. Using that as a model, they hired a Canadian principal, Mrs. June Harkness, who had been at Maple Leaf in Trinidad for three years, to help set up the structure.It was a combined effort that made the school opening in September 2007 pos-sible. Each member of the core commit-tee took on various aspects that needed attention. No one area was allocated to each person – when a challenge occurred, the group worked together to find a solu-tion. Networking, connections with the

community and lots of public communica-tion and presentations helped in bring-ing the school to the public eye. Mrs. Germaine Waters took the lead in chairing the group, while Kris Wagner watched over the coffers. Rosie Joinville, Indira Ashworth, and Dee Lundy-Charles were the supporting cast, providing not only practical items as needed, but financial as-sistance along the way.Challenges included finding a location that was visible and accessible, but more importantly, flexible in size, so that as the enrolment grew, there was room for expansion. That came in the form of an upstairs mall with several empty stores, over a grocery store in a bustling com-mercial area. As the numbers of students grew, the school expanded into another storefront. Rent costs increased incre-mentally reflecting the enrolment.Accreditation from a reputable source with a strong curriculum had to be orga-nized, and after much research, on line courses from New Brunswick, Canada

were put in place for the senior grades. Originally, the school was to be an Ontario school, but just at the time of application, Ontario closed its doors to new schools. Undaunted, New Brunswick’s system was introduced with the credit system for grades 11 and 12. The kind of teaching possible with trained, qualified staff became known quickly and attracted more students. The school began with a meager 24 stu-dents, one principal and two creative and determined teachers. As the school grew in number, another teacher, a receptionist and a custodian were added to the team. Since the first year, the school has grown to 124 students, spanning 12 grades. The staff numbers 19 for September 2009. ISSL of-fers an instrumental music program, sailing program, and a full university preparation set of courses. BF

For further info contact:Email: [email protected]: www.intschoolstlucia.org

Diversity - Unity - Excellence

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NSDC was established to:Help face the challenges in employment trends.Provision of complimentary support to private sector initiatives.Dramatically impact skills development in St.Lucia

NDSC Programs & ServicesCareer CounselingLearning Resources SectionJob Attachment ProgramProductivity Enhancement TrainingMicrosoft Unlimited Potential (ICT) IT EssentialsTechnical Vocational CoursesAssistance with Childcare Services

Entry Requirements:Must be a St.LucianEmployable persons from ages 16-65Tertiary and Secondary School Leavers;Unemployed persons with numeracy and literacy skills;NB: Depending on the project, the age requirement may vary

A better you begins today....A better you begins today....

The National Skills Development Centre, is a HumanResource, Government owned, Non Profit organization formally launched in 2001.

National Skills Development CentreBisee Industrial Estate, Castries,P.O. Box RB 2411, Rodney Bay,

Gros Islet

For more information please contact us:Tel: 758.458.1677 / 451.8030 Fax: 758 458 1619 Email: [email protected] www.nsdcslu.org

This is a European Union Financed Project in collaboration with the Government of St. Lucia


“This premium brand is about exclusivity and about a way of life. The inauguration of the Q5 represents Audi’s continued infiltration and domination of the luxury vehicle market, and the provision of even more choice to the discerning premium customer.” – Jason Clairmonte, JQ Motors, GMJQ Motors Ltd. has launched the much awaited Audi Q5 – the sportiest and most elegant SUV in its class, touted as a mar-vel of precision engineering, with dynamic and innovative features and progressive design. The launch took place in June,

2009 at the St. Lucia Golf & Country Club in Cap Estate. The 2010 Audi Q5 adds to the diversity of the luxury automobile segment in St. Lucia by offering the local market state-of-the-art new options. Invited guests included enthusiastic Audi owners and local entrepreneurs who were on hand to observe the spectacular unveiling of two Q5s as they glided under a spotlight across the country club’s golf course. Attendees were invited to have a close encounter with the Q5, voted the Best Off-Roader in Europe by Auto Mo-tor and Sport and awarded the Golden

Steering Wheel in Germany. The Audi Q5 combines the dynamism of a sports sedan with Audi’s legendary Quattro perma-nent all-wheel drive to create a superior technology package for both on- and off-road driving. The Q5’s large single-frame grill dominates the car’s front-end, the headlamps have xenon fixtures with LED running lights as standard, and the rear lights also feature LED technology. Hosted by JQ Motors’ General Manager, Mr. Jason Clairmonte stated, “This premium brand is about exclusivity and about a way of life. The inauguration of the Q5 represents

& going full speed ahead

2010 Audi Q5 Launched in St. Lucia

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Audi’s continued infiltration and domina-tion of the luxury vehicle market, and the provision of even more choice to the discerning premium customer.” Mr. Clairmonte also commented on the new Audi showroom which is designed to the strict specifications of the Audi brand-ing concept. Currently being constructed next to the existing JQ Motors complex in Choc Estate, the new Audi building will have separate sales and service facilities exclusive to the Audi clientele. JQ Charles Group of Companies’ CEO Mr. Gordon Charles stated that the company’s inten-

tion is to provide a range of vehicles from an individual’s first car to the last. “Audi completes the cycle as it is a premium brand. It completes the automotive expe-rience we try to bring to the customer,” Charles said.The Audi Q5 is the benchmark for style, performance, safety, comfort and driv-ing dynamics in its segment. It joins its ‘big brother’ Audi, the Q7, in creating an enhanced market for the luxury SUV aficionado in St. Lucia. The new Audi Q5 is now available on the market along with the entire Audi model range comprising of the new A6, A8, Q7, A5, A3, A4 and the Audi TT. BF

For further info contact :Email: [email protected]

Jason Clairmonte


Windward and Leeward Brewery Ltd has launched ‘Rooster Se-lect’, approved by the Manu-

facturers Association and the Chamber of Agriculture and Commerce.

The launch of Rooster Select highlights the continued need for the business sec-tor to make bold statements by expanding and taking leaps at new products. When a business, particularly a St. Lucian busi-ness does decide to go down this path, it speaks volumes about the economic stability, particularly given the current economic climate.

The introduction of dark brew addresses the commitment to being progressive not only where new products are concerned, but by extension, new employees.

Getting Cocky?R OSTER boosterO

1st Locally Produced Dark Brewed Beer Unveiled.

Rooster Team with Private Sector Officials

Rooster Select, St Lucia’s first indig-enous dark brew was created to fill what the Windward & Leeward Brewery Ltd considered to be a gap in the Brewery’s portfolio and that the imported dark beer segment (e.g. sweet stouts) had been growing at the expense of other brewed products.

Rooster Select Dark Brew was hand crafted right here in the Brewery, brewed & bottled from all natural ingredients under the same exacting conditions that have been the hallmark of the Brew’s long brewing history of tradition. Rooster Select is a tactical addition to the Brew-ery’s portfolio and is expected to play a supporting role to Guinness Stout the category leader in the dark brew seg-

ment. Rooster Select will therefore not be in direct competition to Guinness but will be a strong supporting stable mate. Rooster Select boasts a very different product make up & consistency. It is an extra smooth, full bodied dark brew, with a distinctive dry roasted lower bitterness taste, light malt aromas & caramel flavors. The intensity of the product character is rich, creamy & smooth with a 6.6 % ABV (alcohol by volume). Rooster Select is po-sitioned as a “Gateway Product” between lager & stout and is therefore anticipated to appeal to a wider cadre of consumers. BF


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Intangible Well-Being

By airing all the rooms in your house, the house becomes a home.

• How do you define health? The World Health Organization provides the following definition: “Health is a state of complete physical, mental and social wellbeing and not merely the absence of disease or infirmity.” Health really means maximizing your potential by making choices to maintain your physical, emotional, intellectual and spiritual wellbeing. The concept of Wellness refers to this positive approach. As much as there is a level of importance and awareness placed on physical health, too often the other aspects, what is referred to as “intangible health” fall by the way side. What is important is that these components: emotional, intellectual and spiritual aspects of health, work to enhance physical wellbeing.

Airing out your Emotional Room: • Aim for a minimum of ten minutes of personal time everyday. Set aside

time each day for an activity that you enjoy, such as walking, working out or listening to music. Unwind after a hectic workday by reading, practicing yoga, or taking a bath or shower.

• Learn to say no to excessive demands on your time or personal space.

• Get enough sleep. There’s nothing as stressful and potentially dangerous as working when you’re sleep-deprived. Not only is your productivity affected, but also you can make costly mistakes. You may then have to work even more hours to make up for these mistakes.

• Bolster your support system. Give yourself the gift of a trusted friend or co-worker to talk with during times of stress or hardship. Ensure you have trusted friends and relatives who can assist you when you are under added pressure; for instance when you need to work overtime or travel for your job.

• Seek professional help if your life feels too chaotic to manage and you’re spinning your wheels worrying about it. Talk with a professional, such as your doctor, a psychologist or a counsellor.

Airing out your Intellectual room: • Challenge yourself to see more than

one side of an issue.

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• Interaction with people of various backgrounds introduces you to other viewpoints and expands your creative thought processes. Exposure to diverse experiences also allows for an open mind.

• Read something just for the fun of it.

• Stretch your brain. Do quizzes, crossword puzzles or sudoko.

• Attend a seminar or course just for fun or even learn a foreign language.

Airing out your Spiritual Room: • It is important to attend to your

Spiritual Life. Daily connection with

God or a Higher Power provides a sense of wholeness, a sense of knowingness, and a sense of something far greater and more powerful than what we see in front of us – the intangible.

• Identify the things in your life that give you a sense of inner peace, comfort, strength, love and connection.

• Set aside time every day to do the things that help you spiritually. These may include doing community service or volunteer work, praying, meditating, singing devotional songs, reading inspirational books, taking nature walks, having quiet time for thinking, doing yoga, playing a sport or attending religious services.

By airing all the rooms in your house, the house becomes a home. A home where one has lived well and loved often. Truly a recipe for a long , happy life. BF

For further info contact:

Dr. Tanya Destang-Beaubrun - DirectorIntegral Health Care Medical ClinicRodney Bay Medical Centre


LA CUMBRE 2009 - The America’s Travel Industry Summit 9 –11 September 2009Puerto Rico Convention Center, San Juan, Puerto RicoSales and marketing of travel to the Americas and the Caribbean: airlines, car rentals, convention and visitors bureaus, cruise lines, gaming, hotels and resorts, marketing groups, receptive operators, software solutions (booking systems, tracking systems), theme parks, transportation (trains, private jets, helicopters).Website: www.lacumbre.com

IF YOU HAVE MISSED THIS YEAR’S EVENTS, ENSURE TO PENCIL PLANS FOR ATTENDING NEXT YEAR. LOOK OUT FOR NEW DATES.

events 2009REGIONAL TRADE SHOWS AND CONFERENCES

GUYEXPO 2009 – Guyana’s largest annual trade exhibition.24 – 29 September 2009National Exhibition Centre, Sophia, Georgetown, Guyana.Guyana’s premier exposition and Trade Fair (GUYEXPO) that offers businesses opportunities to associate themselves with international companies and establishments, as well as showcase their skills, talents and creative works will be hosted in September for six days.For more information contact: ministry of Trade Industry & Tourism, South Road, Georgetown, Guyana

FLORIDA CARIBBEAN CRUISE ASSOCIATION CONFERENCE ( FCCA )26 – 30 October 2009, The Sixteenth Annual FCCA Cruise Conference & Trade Show, Almond Smugglers Cove Resort, Cap Estate, Gros Islet, St Lucia.For many cruise executives and destinations, suppliers and tour operators, this is the premier industry event of the year, an opportunity to meet in a roundtable format with key players to analyze industry trends and discuss current issues. The FCCA Conference brings together over 100 cruise executives and 1,000 industry partners.Florida-Caribbean Cruise Association11200 Pines Blvd. Suite 201 Pembroke Pines, FL 33026Phone: (954) 441-8881 Fax: (954)[email protected] Website: www.f-cca.com

CARIBBEAN ASSOCIATION OF INDIGENOUS BANKS ( CAIB ) 10 – 14 November 2009 AGM & Conference Sandals Grande Antigua Resort, St John’s, Antigua.Tel: 758 452 2877 Fax: 758 452 2878 Email: [email protected] Website: www.caibinc.info

SLHTAOctober 2009 • MISS SLHTA PAGEANT November 2009 • SLHTA ANNUAL TOURISM PROPERTY OWNER’S MEETING • SLHTA AGM • SLHTA PRESIDENT’S BALL • SLHTA ANNUAL CELEBRITY GOLF CLASSIC Tel: 758 452 5978 Fax: 758 4527967 Website: www.slhta.org

ST. LUCIA CHAMBER OF COMMERCE, INDUSTRY AND AGRICULTURE25th November 2009AGMTel: 758 452 3165 Fax: 758 453 6907 [email protected] Website: www.stluciachamber.org


News in FocusNews in Focus

CARICOM Heads concerned about Tourism

The RBTT bank is embarking on a three-year initiative that will see the financial institution being rebranded as

RBC, with the regional operation to be called RBC Caribbean and RBTT Jamaica being rebranded as RBC Jamaica.Last year, the RBTT Financial group was acquired by the Royal Bank of Canada, (RBC), in one of the largest acquisition to date in the Caribbean.“This move is aimed at establishing closer relationships with customers at a single point of contact that will put our product

specialist where and when our customers need them most,” said Minna Israel, president and country head of the RBTT Jamaica Limited.The RBTT Financial group comprises RBTT Merchant Bank; RBTT Trust; ten commercial banks throughout the English-speaking Caribbean, plus Suriname, the Netherlands Antilles and Aruba. The bank’s current asset is approximately US$53 billion.“Many people think of banks primarily as institution from which to borrow money. At RBTT, we are much more than that,” said the bank president, explaining how the restructuring would be carried out.“Our first step will be to align RBTT function with those of the RBC model. Our goal is to consolidate RBTT retail and commercial banking networks under the RBC Caribbean with headquarters in Port of Spain and Trinidad and Tobago,” she said.She further explained that an example of the remodelling would also see the restricting of the RBTT Securities Jamaica limited as part of the RBTT/RBC’s wealth management capabilities and strategy to provide more comprehensive services across the region.According to Israel, RBC acquired The RBTT Financial Group in June 2008 for US$2.2 billion, the largest acquisition to date in the Caribbean.

RBTT to rebrandUrging island nations to harness the power of the oceans for their energy needs, development experts have unveiled some of the world’s most innovative technologies using cold sea water. “We’re talking about using cold sea water to make cold, hard cash,” asserted Lelei TuiSamoa LeLaulu, referring to sea water air conditioning (SWAC) and a similar technology, ocean thermal energy conversion (OTEC), which generates energy by harnessing the difference between deep ocean water and warmer surface water. “It does not make sense to import

CXC planning drastic reform to syllabuses

The syllabuses of 11 Caribbean Examinations Council (CXC) subjects are to be

reformed drastically. The decision was taken in July 2009 at the Institute of Critical Thinking at UWI, St Augustine. Institute director Dr Bhoe Tewarie and Dr Didacus Jules, chief executive officer of CXC, signed an agreement between the two regional education institutes, aimed at producing better students adept at critical thinking. Jules said the collaboration was focused on executing a “paradigm shift from rote learning and regurgitation to real thinking.” Jules said a main factor triggering the upcoming reforms was a call from society for the CXC systems to produce people capable of making meaningful contributions to society. “Over the last ten years, regional ministries and also the private sector have been calling for a different type of output by examination boards.” He said companies were seeking thinking workers. “Employers are saying they want people with a capacity to apply their knowledge.” Tewarie, also Pro Vice-Chancellor of Planning and Development, noted that various UWI faculties and lecturers would be involved in the reform, to allow for easy transition into the tertiary education system and to get students thinking before they entered university. “Critical thinking needs to start early, ideally in primary school, after pre-school exposure has instilled self-confidence as well as creativity in the child.” He also noted that new teaching methods

CARICOM leaders have agreed to urgently implement a regional marketing programme to address shortfalls in

regional tourism brought on by the global economic and financial crisis. The decision was made during the recently held 30th Regular Meeting of the Conference of Heads of Government of the Caribbean Community (CARICOM), which was held in Guyana. Prime Minister Honourable Stephenson King along with other CARICOM leaders, also agreed to pursue with the United States government, the establishment of more pre-clearance facilities in the Caribbean. The Heads of Government reiterated their deep concern with regard to the proposed Air Passenger Duty (APD) as it applies to travel from the United Kingdom to the Caribbean as it will increase the cost of travel from the UK to the region and will also place the Caribbean at a disadvantage in relation to other more important destinations. The Heads of Government agreed to pursue the matter vigorously with United Kingdom policy makers, in order to ensure a more equitable application of the APD to Caribbean travel.

Turning cold water to cold cash

expensive, dirty oil from thousands of miles away when the ocean surrounding us can give us our energy needs,” declared LeLaulu, president of SOS Caribe, a company pioneering the use of cold water technologies.


News in Focus

SEDU mounts sensitization drive formicro entrepreneurs

The Small Enterprises Development Unit (SEDU) of the Ministry of Commerce, through two recent sessions, has been equipping stakeholders of the micro and small business sectors within Castries, to meet the new demands of the sector.

Deputy Permanent Secretary within the Ministry Peter Lorde says SEDU has conducted a series of town hall meetings around the island in a bid to assist small business persons to understand the Micro and Small Scale Business Enterprises Act.

He says although now ten years old, there have been adjustments to the Act in order to facilitate conformity with the several instruments to which Saint Lucia is party to.

“These adjustments are necessary because of all the arrangements that we have entered into. And as time goes by, the ramifications of these arrangements will kick in. We have to prepare people to make those changes—particularly the service providers. We believe that if the service providers, through the small busi-ness sector become stronger, the small business sector itself will become stron-ger,” he said.

Lorde announced that very shortly the Small Enterprises Development Unit will embark on a concerted thrust towards standardization within the sector, in keep-ing with its dynamic demands.

would have to be implemented, and that the process had already started with the School of Education at the UWI in Mona, Jamaica. The pilot project, to be conducted over the next two years, would focus on the following subject areas: Caribbean Secondary Examination Certificate (CSEC) level, Mathematics, Physics, Biology, Integrated Science, Economics, Caribbean History, Geography, Social Studies, Principles of Business, and English A (Language) and B (Literature). The 11th area is Literature in English at the Caribbean Advanced Proficiency (Cape) level.

The security systems at Saint Lucia’s air and sea ports will be improved to ensure the island’s boarders are safeguarded from

all forms of unwanted and illegal activities and to ensure the security of all travellers. The improvements in the security system are expected, following the completion of Essential Instructor Skills Training and Basic Security Training Courses by twenty four security personnel employed at the island’s air and sea ports. Speaking at the closing ceremony, the Chief of Ports Police at the Saint Lucia Air and Sea Ports Authority (SLASPA) Kennedy Francis said the training for security personnel is invaluable and will redound to the benefit of Saint Lucia. “We know that moving forward this training is going to result in the improvement of the security systems at our air and sea ports, and we look forward to continuously reviewing and improving our security systems so that we can provide for a safe and orderly travelling experience to the international travelling public.”

Tighter Security on the island’s ports of entry

First case of Swine Flu confirmed in St. LuciaOn the evening of Friday June 26, 2009, the Ministry of Health was informed by

CAREC (Caribbean Epidemiology Center based in Trinidad) that the first case of H1N1 Influenza had been confirmed in St. Lucia. This resulted from a sample sent to CAREC the previous day, after it was noted that the sample was positive for Influenza A, on the preliminary rapid test performed at the Ezra Long Laboratory at Victoria Hospital.The case involved is a 32 year old female who recently travelled to the United Kingdom. The patient had flu like symptoms including fever, running nose and sore throat, and later developed a

mild cough. She visited her practitioner who took samples for viral tests. The patient was started on Tamiflu (the antiviral medication shown to be effective against H1N1), as soon as the result of the rapid test was received from VH and that was prior to the confirmatory result from CAREC. Close contacts of this index case have been identified through a collaborative effort involving Port Health, Immigration and carrier agents. The Epidemiology department in the Ministry of Health is leading the management of contacts and is working closely with all parties involved. The public is reminded that anyone with flu-like symptoms and a recent history of travel to an affected country should have a test done for Influenza. This test is free and samples can be taken by a health practitioner at any health facility. All such samples are then sent to the lab at Victoria Hospital for processing. Persons with flu-like symptoms who have no recent history of travel, but who have had contact with recently travellers should also get tested.

Commercial banks must pass through additional BOJ interest rate cutsScotiabank Jamaica will reduce its base-lending rate by one per cent, from 21.5 per cent to 20.5 per cent, passing through the one per cent reduction in the Bank of Jamaica (BOJ) interest rate as of Friday, July 24.Scotiabank Jamaica CEO Bruce Bowen gave clear leadership on this critical issue by announcing the cut within hours of the BOJ reduction, explaining that “The reduction in our lending rate at this time reflects our commitment to stimulating recovery in all sectors of the economy, at a very challenging time for retail, commercial and corporate borrowers.”Further encouraging news came subsequently, when the BOJ again cut interest rates on its Certificates of Deposit across the board by another 1.5 per cent. This reduction means BOJ rates now range between 14.5 per cent for 30 days up to 19 per cent for 180 days.

First case of Swine Flu confirmed in St. Lucia


News in FocusNews in Focus

Over thirty-five selectedgovernment officials

and professionals from fifteen Caribbean countries met in Saint Lucia recently to take stock of national and regional experiences in the areas of trade in services with emphasis on tourism, gender and trade, and trade facilitation among others. The forum provided the avenue for participants to discuss international support mechanisms such as the Latin American and Caribbean Economic System and the World Bank. Organized by the International Cooperation and Development Fund

St. Lucia hosts Regional Trade Conference

Competitive open water swimming returned to Laborie when the St. Lucia Amateur Swimming

Association in conjunction with the Fly-fish Swim Club of Vieux Fort hosted the third Annual Paradise water Laborie Open Water Swim The event has two objectives: to have more outreach programmes on the island and also to involve more open swimming in the national programme. It is the third time the event is being hosted after being held successfully in 2007 and 2008. Events were held in the 50-meter, and100-meter races. It is hoped the activity will assist in getting more people to master the skill of swimming.

(Taiwan ICDF) and the Agency for International Trade Information and Cooperation (AITIC), the two and a half day forum is in keeping with their objective to promote cooperation in favour of the less developed countries. Addressing the participants, External Affairs and International Trade Minister Hon. Rufus Bousquet said the government of Saint Lucia recognizes the role of trade as the engine of growth and its use as a medium to reduce poverty. He commented that demands have been placed on our private sector to cope and manage the multiplicity of issues related to trade and the working of the World Trade Organization.

Paradise water Sponsors Meet in Laborie


Renwick & Company Limited is pleased to announce the appointment of Mr. Greg Mathurin to the position of Sales & Marketing Manager. Mr. Mathurin joined the Renwick team in 2002 as a Sales and Marketing Assistant. His dedication and

hard work earned him a promotion to the position of Divisional Manager in 2004. He is qualified in the field of marketing, and he has made a significant contribution to the overall development of both the Agricultural Division and the Office Furniture & Printing Supplies Division. We take this opportunity to congratulate him on his achievements and to wish him continued success with his new responsibilities.

New AppointmentsNew Appointments

With a tailor-made personality and a persona that exudes confidence, Chantal Antoine-Hewitt is the latest addition to the Sandals management team as Public Relations Manager. Mrs. Antoine-Hewitt who obtained a first class honours degree in Marketing Management with Anglia Ruskin University (UK), previously served

as a Marketing Analyst with Trinidad and Tobago Insurance Limited in Port of Spain. She is happy to be back home and with the Sandals team, as her new post allows her to contribute directly to community outreach programs, a life long passion. Her appoint took effect June 2009.

With over 22 years in the industry around the World, Nicolas Medhat from the Canadian province of Quebec has joined Sandals Grande as its Hotel Manager. Nicolas who is responsible for the operations of the five-star resort says that he

has never seen such a service driven people as St. Lucians. His job has taken him to the Maldives, Seychelles, Costa Rica, Ecuador, Belize and Trinidad, but according to him, St. Lucia tops them all.

He cooks, breathes and lives food. By mere acquaintance, a wealth of knowledge and an unwavering passion for anything culinary is evident in Valmore Brown, newly appointed Executive Chef at Sandals Regency. Brown was schooled by some of the world’s best culinary institutions including Johnson and Wales University, Florida International

University and the world’s leading culinary school Le Cordon Bleu. He has traveled all over the world and is an accomplished culinary instructor, having achieved Chef/Educator of the Year from the prestigious Le Cordon Bleu global awards scheme.

Ms. Kervelle Henry is the newest member of the senior management team at Renwick & Company Limited. Having joined the company in May 2009, Ms. Henry assumes responsibility as the Divisional Manager for the Office Furniture & Printing Supplies

Division. She holds a Bsc. in Management & Finance from the University of the West Indies. Prior to Renwick & Company, Ms. Henry functioned in the area of sales having spent separate stints as Sales Manager and most recently, Branch Manager at Courts St. Lucia Ltd. We welcome Miss Henry to our team, and wish her all the very best in her new capacity.

In April 2009, Renwick & Company Limited was appointed the master distributor for LIME E-Top Up. Mr. Jason Marcellin subsequently joined the Renwick team in May 2009 to Manage the Account. Mr. Marcellin graduated from the London Metropolitan University with an

MA in Marketing. Prior to Renwick & Company, Mr. Marcellin functioned in the area of sponsorship and marketing for Carphone Warehouse PLC. He has a keen interest in customer service and marketing. We welcome Mr. Marcellin to our team, and wish him all the very best.


Mandy Alcindore’s career in banking began in 1993, when she joined Scotiabank as a Teller, and worked her way though the ranks of Deposit Accounting clerk, Proof officer, Customer Service Officer, Personal Banking Officer and now Assistant Manager Small Business. During

this time, Ms. Alcindore was fortunate to be exposed to many in-house Banking related training courses, and also pursued some business and general bank courses, resulting in her graduating as an Associate of the Institute of Canadian Bankers (AICB). Her current role in Small Business is one she finds to be quite challenging yet very fulfilling. It has given her the opportunity to embrace the Small Business Community by recognising their unique needs and the many obstacles they face in our changing economic times. The challenge is to be able to partner with them and come up with plausible ideas and realistic solutions. The fulfillment is in seeing these Small Businesses flourish as a result of these solutions.


The Board of Direc-tors of the National Development Corpora-tion has announced the appointment of an Acting General Manager to manage the operational and strategic realignment of the agency. For close to four decades the NDC has served as government’s prin-cipal agency charged with responsibility for investment gen-eration and facilita-tion. Long standing employee Mr. Timothy

Greene, who formally functioned as Corpo-rate Services Manager and more recently as Officer in Charge, was elevated to the post of Acting General Manager with im-mediate effect. Mr. Greene brings to the position a wealth of experience in admin-istration and management, coupled with a strong background in finance and ac-counting. Mr. Greene has identified some of his immediate priorities as completing the Corporation’s staffing compliment to allow it to better fulfill its mandate, to guide the Corporation through the tough and challenging economic times currently facing the world and to advance plans for the re-positioning of the Corporation.

The SLHTA is pleased to announce the ap-pointment of Andrena Simon to the post of Communication & Marketing Manager of the Association. Ms. Simon, who previous-ly worked with the Association comple-ments the SLHTA Secretariat with her qualifications and international experi-ence in the field of tourism and hospi-tality management information services. As the Communica-

tion & Marketing Manager, Ms. Simon’s duties will include liaising with the mem-bership and the industry at large on mar-keting and membership matters as well as public relations and community out-reach programmes. Ms. Simon is also expected to work closely with sub committees of the Association.

Frank Sham has been appointed as the Executive Chef of Rex Resorts. Mr Sham was born in Kow-loon, Hong Kong and immigrated to Vancouver, Canada where he did his schooling and culinary training. He was trained in traditional Escoffier based French cuisine. His style of Cuisine is French with Asian influ-ences. He is the

second highest scoring apprenticeship graduate among the 2000 of his class in British Columbia, Canada in 1989. He pos-sesses over 20 years experience working in resorts in Canada, Bermuda, Turks &

Caicos, Jamaica, Antigua and St. Lucia. He has catered for Team England during the Cricket World Cup 2007 in St. Lucia. He is a frequent Guest Lecturer at Jamaica National Culinary and Vocational school H.E.A.R.T. Academy (a nationally recog-nized program for training of hospitality workers of the future) and a former Facili-tator of Jamaican National Commis Chef Program Ocho Rios Region. He has coor-dinated and staged the first ever Culinary Salon for high schools in Antigua for stu-dents interested in pursuing Culinary arts as a career. Mr. Sham has been awarded various gold, silver and bronze medals in Taste of the Caribbean and International culinary competitions.

Note In the previous edition, Business Focus inadvertently presented Mandy Alcindore with another institution. Mandy Alcindore is employed with Scotiabank and Business Focus apologises for any inconvenience caused.



Mr. Andrew Thorington began his appointment as the new Project Manager to lead the Technical Services Department at the CARILEC Secretariat. Mr. Thorington replaces Mr. Lawrence Benjamin whose employment contract with the Secretariat came to an end on 30th June 2009. Andrew has a Bachelors Degree in Electrical

Engineering and is currently completing his Masters Degree in Project Management (thesis outstanding). His most recent employment was (for the past 5 - years) with Guyana Power and Light Inc. where he was an Electrical Engineer in the System Planning and Design Department.Andrew can be contacted at the usual CARILEC office telephone numbers and his email address is [email protected].

Local manufacturing executive, Mr Carol Evelyn, has been elected President of the Caribbean Association of Industry and Commerce Inc (CAIC). Mr Evelyn, who is Plant Manager of API – Harowe Servo Controls Ltd in Sandy Point, St. Kitts, was elected at the 54th Annual General Meeting of the CAIC in Kingston, Jamaica. A Nevisian by birth, Mr Evelyn is now

the 2nd national of St. Kitts and Nevis to be elected CAIC President, the first of such persons being Mr William Kelsick OBE who served from 1983 – 1985. Mr Evelyn also becomes the fourth business executive from the OECS to be elected President of the Caribbean umbrella private sector organisation. His other two OECS predecessors are Mrs Charmaine Gardener (Carasco & Sons – St. Lucia) and Nigel John (Joseph John & Associates – Grenada), the latter now filling the role of Immediate Past President of CAIC.Also elected to the new Board of CAIC was Mr Francis Kennedy (Grace Kennedy & Company-Jamaica) as Secretary and Mr Audley Walker (DFL Finance Limited-Trinidad) as Treasurer. Mr James Moss-Solomon, former Immediate Past President to CAIC, will remain on CAIC’s Board as Special Advisor to the newly elected President.The Board of Directors, members and staff of the St. Kitts-Nevis Chamber of Industry and Commerce heartily congratulate Mr Evelyn on his election as President of the CAIC, and pledge the organisation’s fullest support to him in his new role. It should be noted that

The Plantation Brewing House located in Rodney Bay has appointed Gary Birkett as the new Executive Chef. Gary Birkett from Liverpool, England joins the Plantation team and has already helped the restaurant launch a new menu which incorporates the use of local produce and ingredients, that he refers to

as “Modern Caribbean Food”. Chef Gary is internationally acclaimed. He has worked at the Sydney Opera House in Sydney, Australia and Heathcotes in Northern England and the Spice Island Beach Resort, St Georges, Grenada as the premier sous chef. Chef Gary’s achievements include a silver medal at North Umbria Salon Culinaire Terrines Vegetarian, winner of a gold medal at Coup Feta Commis of the Year and was a junior member of the Welsh National Culinary Team in the 1996 Berlin Culinary Olympics. Gary Birkett has over 15 years experience in the culinary trade.

Mr Evelyn also serves as a Director of the Chamber, holding the post of Chairman of the Manufacturers’ Division. He is also a Past President of the Chamber, having led the organisation in this role from 2002-2003.


Passion Deli and Entertainment Limited Simone Joseph, Reginald Pierre Providing musical entertainment, hosting of dances, selling of food

Let’s Do It Ltd. Colvin Descartes -Redolfi Strizzot Landscaping

Innovative Management and Training Services John Jn Francois, Nicolina Nancy Jn Francois Management training and management issues Patch By The Sea Ltd. Ian Heaps Real Estate. Generally to do any other business which is not restricted by law Body Art Designz Incorporated Gilland Avril Application of cosmetic body art. Designing and making of carnival costumes

Luxe Provisions Inc. Evelyn Paul To provide yachts and vacation rentals

Eugene’s Villas Inv. Thomas Eugene, Pamela Eugene To engage in construction and sale of villas and apartments

Encounters Inc. Carlo Piazza, Maria Andrew Piazza To engage in the development of land, property and land acquisition Wilo’s Old Fashion Products Incorporated Shirley Williams, Wendy Jn Marie, Provides and sells essences, cleaning products Portia Thompson and cough medicines , Freelance Surveying Services Limited Gregory Aimable, Joseph Alexander Surveying. Generally to do any other business which is not restricted by law Clasical Art Incorporated Peter Philip Production of Digital Art

Joe Rebel Clothing Inc. Ulric Augustin, Corinne Baesberg-Augustin Clothing retail

BlueJewels Creations Limited Julie Hilaire, Kieran Hilaire Designs and makes Jewelry, Bracelets, Necklaces

Tropical Palm Limited Beverly Marguerite Ann Charlemagne Real Estate. Rental & Sale of property. General enterprise

Alvan Estates Limited Calixte George, Calvin Geroge, Zilta George- To the production and sale of Agricultural product Leslie and Horticultural services

Petersen Pension Fund Ltd. Mark Petersen Property holding company

New CompanyNew Company Registrations

Directors ActivitiesCompanies

Blueprint Hospitality & Realty Solutions Inc. Edmund Sidonie, Cornilus Sidonie, Lorraine Hospitality, Realty and Management Consultancy Sidonie, Shermalyn John, Lionel John services

Floraison, Ltd. Co. Director Ltd. Property holding company


Malabar Farm Resorts Ltd. George R.L. Bovell, Richard A. Bovell, Rhory Property holding company McNamara Rough & Ready Ltd. Iain Thomson, Neysha Soodeen, Rhory Property holding company McNamara Premier Electrical Technologies Limited Joseph Reynold, Vivian Bascom Electrical installations

Bankers Association of St. Lucia Incorporated Bank of Nova Scotia, First Caribbean To promote, foster and advocate the International Bank (Barbados) Limited, Bank common interests of banking institutions of Saint Lucia Ltd, RBC Royal Bank of Canada, and the banking industry generally in RBTT Bank Caribbean Limited, 1st National countries of the Eastern Caribbean Bank St. Lucia Limited Currency Union (ECCU)

Fond Bay Hotel Company Ltd. Jonathon Milne, James Harper, Delilah Limited Real Estate development

Educe Consulting Limited Educe Consulting International Limited Project construction Hencara (St. Lucia) Ltd. Julie Mills, Rhory McNamara Property holding company

Velron Auto Parts & Accessories Inc. Frances Velina William- Daniel, Roney Michael The importation of auto parts and Daniel accessories. To provide auto services auto services repair. To sell a variety of household and other goods

Extended Medical Care Inc. Dr. Lisa Charles, Dr. Jeaneen Payne, Dr. Medical Care Christine Parris, Dr. Petula Monrose-Peter Green Mango Limited Doris Eith, Shaneeza Lovett Sale of Arts and Craft items. Importing of goods. Generally to do any other business which is not restricted by law Bryant Enterprises Ltd Michael David Bryant Property development

Gold Cliff Development Company Limited Jodi Boodhoo, Malcolm Augustin Property development

Tim’s Transport Inc. Timotheus Stephen Wilson To provide transportation services. To engage in vehicle rentals and sales Jemann Inc. Peter Morgan, Bibiana Morgan, Steven To operate as a craft centre. To sell Eugene craft items.

Avaition Management Processes Inc. Desmond Knight, Broanwayne Knight Aircraft/ramp handling, passenger handling, cargo handling, crew accommodation and transport handling. Lounge and VIP services and Executive aviation services, baggage repatriation

Cantel Ltd. Michael Enright Touristic. Hotel development & management

Companies Directors Activities




Tropical Landings Ltd. Desmond Auguste, Fillian Nicholas, Delia International Real Estate, property management, Didier Nicholas property investment and land development Spectrum (St. Lucia) Limited Trevor Michael Ellis, Mark Christopher King Property development VJ’S Investment Inc. Vince Dolcy, Joseph Dolcy Carrying out the services of auto mechanic. Generally to do any other business which is not restricted by law

The Cell Group Limited Jermile Daniel, Pallas Etane To be the holding company for separate registered in St. Lucia, St. Vincent, Grenada, St. Kitts-Nevis and Guyana

FMC Professional Services Inc. Omar Davis, Uthelca Joseph Accounting and Corporate business management & Consultancy Smart Guys Ltd. Paul Ernest, Zenith Joseph Business advice and consultancy

PASANC INC. Pascal Edward, Anthonius Edward Construction

Rigid Constructors Inc. Veran La Force, Traynie Biscette Construction

Adani Creations Ltd. Andy G. Daniel, Andy G. S. Daniel Design and printing of: Logos, Business Cards, Leaflets, Flyers

Fiducs (Saint Lucia) Limited John Bell, Jennifer Helen Dean, John Andrew The purpose of the business is property development

NINJA Ltd. Frederick Devaux, Carol Devaux Real Estate

Lucy Ventures Ltd. Patrick Ernst, Dorothy Ruth Ernst Real Estate

Sunsmart Beverages Inc. Martin Hippolyte Plummer, Alison Selina Wholesale and retail of beverages Plummer

Companies Directors Activities

NIGHTJAR LIMITED Soraya Skeete, David Edward Ames Property acquisition and development SCC Luxurious Properties Ltd. Sheila Charles Real Estate

Ti Bananne Ltd Allen Chastanet, Simone Skinner, Richard Restaurant Du Boulay, Richardson Skinner

Address: P.O. Box 1731, Castries, St. LuciaTel: 758 452 6546 / 758 285 6597 and 712 8752 Fax: 758 452 5306email: [email protected] / [email protected]

website: www.aimstlucia.com

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St. Lucia Business Focus 47

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