Leadership Issue

Contents
Ralph Nadar
15 Leading National Development

17 Timing is Everything: Public Service
Transformation in Trinidad and
Tobago
20 Is there a Global Vaccum?
22 Education and Leadership
24 Crime and Leadership
26 Tobago Tourism needs Leadership
28 Are you Irreplaceable?
A quarterly publication of The Trinidad and Tobago Chamber of Industry and Commerce
30 T&Ts Golden Age of Charismatic

Leaders
Our Leadership
Challenge
Initiating the
Discussion on
Leadership
As a society we are
We must cast aside the
very good at
notion that leaders are
campaigning against
born or that leadership
what we do not like,
is destined for a
but hopeless at defining
chosen few. Within
and campaigning for
his/her sphere, each
what we really want.
person can be a leader not only leading a Sometimes we need to step away from the
company, political party or project, but leading mire of today and to dream of the better world
a home, a hike, a fundraiser.
that we would like to see tomorrow.
10
32 Leading in the Information Age

34 What every business person should
know
35 The Boissiere House
36 Right Fit for the Moderate Investor
40 Economic and Financial Statistics
42 Economic Outlook
43 Year end 2013 review
Election
Campaign
Finance Reform
Re-visiting a
Social Compact
Trinidad and Tobagos

The law does not take
Industrial Relations
into account the reality
climate has historically
that political contests
been a rocky one from
are essentially between
the early days of the
political parties striving
1930s when workers
to win votes across all
were just seeking to
formalize trade unions, through the late 20th constituencies, as opposed to contests between
century to now in the early 21st century. individual candidates in electoral districts.
12
13
46 Energy Outlook for T&T in 2014

48 Energy Statistics
51 TTEITI Update
52 Drilling Deep: Putting First Things
First
64 Pamela Williams and Associates
66 The Chambers Annual Carnival
Competition
Editor: Halima Khan

Editorial Board: Communications Committee: Moonilal Lalchan, Catherine Kumar, Tricia Henry,
Anthony Agostini, Andrew Johnson
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67 The Chambers Events

Welcome to New Members
68 Quarterly Report Tobago Division
- Q4 2013
69 Trinidad & Tobago Debates
Commission Leading Change
70 Community Leadership and the
Citizens Security Programme
72 Advertisers
Information on Trinidad & Tobago

to the north-east of Trinidad. There are two international sea ports
in Trinidad, Port-of-Spain and in Point Lisas. The International
airports are located in Piarco, Trinidad and Crown Point, Tobago.
Trinidads economy is primarily dependent on the petrochemical
sector, while the island of Tobago is mainly dependent on tourism.
Pigeon Point, Tobago
rinidad and Tobago (T&T) has a population of

approximately 1.3 million people who inhabit 4,827 square
kilometers (1,886 miles) in Trinidad and 300 square
kilometers (117 miles) in Tobago. Trinidad is located
between 10 2 and 1112 N latitude and 60 30 and
61 56 W longitude or 11 Kilometers (6.8 miles) of the eastern
coast of Venezuela. Tobago is located 32.2 Kilometers (20 miles)
The twin island republic boasts a multi-ethnic people, diverse culture

and unique cuisine. As a result of its cosmopolitan population, the
country celebrates a significant number of festivals around the year
including carnival, Phagwa or Holi, Divali and Eid-Ul-Fitr. Tobago
the smaller island, has a population of just over 54,000 and has an
interesting history in that, during the colonial period, French, Dutch
and British Forces fought for the possession of Tobago and the
Island changed hands more than 22 times more than any other
Caribbean Island.
Trinidad and Tobago Chamber of Industry and Commerce www.chamber.org.tt
Trinidad and Tobago

Chamber of Industry
and Commerce
VISION STATEMENT
We are the Voice of Business.
MISSION STATEMENT
To be the voice of business in the development towards a strong,
sustainable national economy.
BOARD OF DIRECTORS
Moonilal Lalchan, President
Andrew Sabga Immediate Past President
Robert Trestrail Senior Vice President
Christopher Mack Vice President
Ronald Hinds Vice President
Rakesh Goswami Vice President
Wade George Director
Luana Boyack Director
Paula Rajkumarsingh Director
Jacqueline Francois Director
Jean-Pierre Du Coudray Director
Reyaz Ahamad Director
Diane Hadad Chairman, Tobago Division
Catherine Kumar Corporate Secretary & Chief Executive Officer
COMMITTEES - TRINIDAD
Communications
Corporate Social Responsibility
Crime & Justice
E-Business, Information
Technology &
Telecommunications (EBITT)
Energy
Health, Safety & Environment
COMMITTEES - TOBAGO
Business Development & Tourism
Inter-island Transport
Facilities Management &

Maintenance
NOVA
Trade & Business
Development
Legislative
Security
Environment
HOW TO CONTACT US
Trinidad and Tobago Chamber of Industry and Commerce
Columbus Circle, Westmoorings, P.O. Box 499, Port of Spain,
Trinidad & Tobago W.I.
Tel: (868) 637 6966 Fax: (868) 637 7425
E-mail: chamber@chamber.org.tt Website: www.chamber.org.tt
Tobago Division of the Trinidad and Tobago Chamber of
Industry and Commerce
2nd Floor, ANSA McAL Building, Milford Road, Scarborough,
Tobago
Tel: (868) 639 2669 Fax: (868) 639 2669
E-mail: tobagochamber@chamber.org.tt
Contact Vol.14 No.1 2014
An Editorial Note from the President
Initiating the Discussion

on Leadership
By Moonilal Lalchan
Moonilal Lalchan, President, Trinidad and Tobago Chamber of Industry and Commerce
he theme of this issue of CONTACT

is one which personally resounds with
me, as I am sure it will for many of
our readers. As I reflect on the national
psyche when it comes to leadership, I would
say even as we loudly plead for leadership in
which we can place faith, we traditionally resist
leadership. Put another way, we do not
voluntarily follow, preferring a highly
individualistic approach. This approach
however, has its positives and negatives. On
the positive side, we are naturally sceptical and
automatically regard those in positions of power
as being at risk to corruption and graft, and
therefore keep a watchful eye on them. On the
negative side, the pursuit of individualism is
now chipping away at our social structure and
leads to a me first culture that, one could
argue, is at the heart of our lawless behaviour.
Can the right leadership change this? While our

history has been one, especially in the transition
from colonialism to independence, of natural,
charismatic leadership, we have also been
victims of it, not just in Trinidad and Tobago,
but as a region. The void left by a past
charismatic leader is difficult, sometimes
impossible to fill, and in the life of both countries
and corporations, can lead to its demise if not
astutely managed. But as we learn in

corporations, management will not be effective
unless there is buy-in from subordinates. The
success of any entity depends upon the
commitment, hard work and mutual trust of
all. As Benjamin Disraeli (1804-1881) a British
Conservative Prime Minister once said I must
follow the people. Am I not their leader? In
short, the leader depends upon his followers,
and vice-versa.
We must cast aside the notion that leaders are
born or that leadership is destined for a chosen
few. Within his/her sphere, each person can
be a leader not only leading a company,
political party or project, but leading a home,
a hike, a fundraiser. By tapping into our areas
of strength, there will always be opportunities
for some to lead and some to follow; a follower
in one setting may be a leader in another. This
is the value of an economy of influence, with
everyone having their own role to play in
leading change. Each role of leadership brings
with it responsibility; the responsibility for
decisions whether good or bad, the
responsibility to act in good faith, exhibit
honesty, integrity and fairness. Not all of us
may be born leaders, but the successful are the
ones who rise to the challenges, and who
recognise that leadership is ultimately about

service.
Some of our greatest leaders in their time were
branded revolutionaries: Mohandas Ghandi,
the Mahatma, and Nelson Madiba Mandela
triumphed because they held to ideals, saw the
possibility of their fellow men and put a stop
to the blame game. If we hope to change the
culture of T&T, we must revolutionise
ourselves and recognise no one individual or
entity is accountable for our successes or our
failures. As Chamber President, I lead a
Membership organisation dedicated to
representing the interests of Business, while
pursuing the national good, and the Business
sector is acutely aware of the need to take up
the challenge of true national development.
So, in this volume we explore some issues of
leadership, both on the national and corporate
front and our lead story, does an excellent job
of summing up where we need to direct our
energies as a people. As we enter our 135th
year as a Chamber, it is my hope that the issues
we have tackled in this volume will serve to
stimulate discussion and maybe even serve as
the launching pad for that change that we all
understand we must make.
10
Feature
Our Leadership
Challenge
By Dr. Theodore Ferguson
am pretty sure that we will all like Trinidad

and Tobago to become a model society for
the rest of the world. All the ingredients
are here. We have a population of
outstanding human beings, all with the inherent
capacity and desire to be good. We are a
naturally creative and productive people. We
have the intellect to be able to acquire and
utilize knowledge to build a great society. We
have the God-given capacity to love each other
and to build a society in which harmony
prevails. In so doing, the compound issue of
indiscipline, violence and crime will be solved.
We now need the leaders, who like good chefs,
will be able to blend the many rich ingredients
to produce a society that is truly outstanding
and the envy of the rest of humanity.
Can we? I believe that we can.

To do so, we need to change the national
conversation from the focus of just eliminating
the negatives to focusing on the positives in
order to build the great society that we all
desire and that we have the potential to create.
We need to live in hope that as individuals
and as a society we can become better, rather
than remain mired in fear, doubt and
hopelessness. We must stop fanning the flames
of destruction and become nurturers in
developing ourselves and a society in which
the positives flourish.
As a society we are very good at campaigning
against what we do not like, but hopeless at
defining and campaigning for what we really
want. Sometimes we need to step away from
the mire of today and to dream of the better
world that we would like to see tomorrow. We
must first create it in our minds before we can
bring it into reality. In December of 2002, I
wrote the following dream-induced thoughts
on the world in which I will like to live:
I dream of a world in which:

The creative potential of all the people is
expressed;
The people are free of the tyranny of the
few;
People truly understand their freedom and
their capacity for independent thought;
People recognise their potential for human
goodness and the human goodness of
others;
People understand the strength of
community and the benefits of sharing and
working together across national, tribal,
racial, cultural, political, wealth and other
boundaries;
Our children can grow in environments
that can nurture their greatness through the
expression of their divine intellect;
Peace and civility are the norms;
People can exercise their productive
potential to feed and clothe themselves and
to enjoy personal and communal security;
Integrity and honesty define our cultures
and not dishonesty, broken promises,
manipulative behaviours, cunning and
greed;
People can move with confidence and not
the false bravado of deep insecurity;
The presently oppressed can walk proud
knowing that the rest of the world admires
them for who they are - noble human
beings;
Leadership will emerge, grow and protect
this dream on a sustained basis.
This is the world that I dream of It is a
more spiritual world.
Twelve years later I am still dreaming of this
world. Can T&T take up the challenge of
truly becoming a world leader? As an
individual, Nelson Mandela did - despite his
humble, remote and disadvantaged beginnings.

Mandela, in his last book, Conversations
with Myself, reminds us that: Only great
aims arouse great energies. We need to set
a great aim for the T&T society if we are to
arouse and direct the energies of the people
towards the creation of our dream society
rather than have the energies of the people
expended in a downward spiral of negativity
and consumed by anger, fear and hopelessness.
Let us dream big if we are to shield ourselves
of the dark thundering clouds of crime,
violence and negativity that are now hovering
and threatening to flood the society.
We have a choice. We can build a society of
positivity or we can continue to remain
imprisoned in a world of negativity. We need
great leaders who can inspire us to move in
that direction. But, do we understand what
leadership is all about?
Leadership is a much talked about, but little
understood subject, despite being a vital part
of our daily lives. More often than not, we
confuse leadership with management.
Management is about the manipulation of
physical, financial and human resources to
produce a desired output. As a manager you
are the boss and you have the power of
position and the authority to define and direct
the use of the resources under your control.
You have the power to hire, discipline and
fire. Further, you have the power to allocate
resources to those under your control or to
recall or deny the allocation of such resources.
Leadership, on the other hand, is about your
ability to inspire and motivate others to work
towards a common purpose. Others may
voluntarily choose to follow you because of
the trust, admiration and respect they have
Feature
for you as a human being, and not just because
of your position. As a result, leadership is
not within your sole control. Leadership is
always granted by others, not those who you
report to, but those who choose to follow
you willingly. You cannot become a leader
until your followers choose to elevate you
as such. You may even try to declare yourself
a leader, but if there is no one following, then
you are just another misguided person, even
if you are the boss.
The power you enjoy as a leader comes from
the followership that you attract and not from
the position that you hold. Very often, people
in managerial positions are not admired and
respected by those they supervise and are
therefore, not seen as leaders. Such managers
have no followership and thus have only the
power of their position to try to get things
done. And as we know, they often end up
being resented as they seek to exercise their
managerial authority. In fact, the harder they
strive to be the boss, the more they are
resented and an environment of fear, stress,
low morale and low productivity is the result.
Management, by definition, is a very
autocratic but necessary process.
When you are a leader you are a source of
inspiration for others. You exude spiritual
energy. You ignite the human spirit in others
such that they feel good about themselves as
they draw positive energy from you. You
motivate them to follow you voluntarily.
There is no coercion on the part of the genuine
leader. Those who believe that they can coerce
and manipulate themselves into leadership
soon discover that they can fool people for
only a short while it is not sustainable.

We often think of leadership in an
organizational and political context only,
ignoring the leadership that we are called
upon to display in our homes and
communities. As parents, we are presented
with a marvelous opportunity to provide
leadership in our households. This means
being a source of inspiration to our spouses
and children such that we receive their trust,
respect and admiration willingly. If this is
not happening voluntarily, and we find
ourselves having to demand respect, then we
are failing in being role models and a source
of inspiration to those in our homes, despite
the fact that children naturally look to their
parents for leadership. In such a situation,
leadership escapes us. We should not be
surprised then if our children, and perhaps
even our spouses, look elsewhere for
inspiration sometimes to unsavory
characters such as gang leaders and drug
dealers.
However, there is a glimmer of hope. The

Arthur Lok Jack Graduate School of Business
of the University of the West Indies has
recently established the first genuine
leadership development institute in the
Caribbean. It has embraced the
transformational philosophy of Leading From
Above The Line.
Let us hope that the school can attract the
necessary resources to become a gamechanger in bringing leadership development
education, not just to its business students
and business clients, but to the society as a
whole.
The Chambers Group Health &

Accidental Death & Dismemberment Plan
The Chambers Group Health & Accidental
Death & Dismemberment Plan, launched in
2003, is a highly flexible Plan with Sagicor
with guaranteed protection against local and
foreign emergencies. The Plan specifically
targets member companies and results in
The failure to provide positive leadership in favourable contributions for participants due
our homes is perhaps the single most to the size of the Group.
important factor contributing to the growing
anti-social behaviours of our youth. In As a CariCare Plan member you will also
addition, there is widespread agreement that receive your personal International Medical
there is a paucity of leadership in business, Card affording you enhanced protection
politics and in our society.
against emergencies while travelling, or
assistance for overseas treatment. Your card
Without doubt leadership is the missing ensures the payment of all your eligible
ingredient in the development of the Trinidad medical bills related to your emergency
and Tobago Society. We are over managing anywhere in the world. If you are interested
with a focus on restraining negative in joining the Plan, please send written
behaviours, thus failing to inspire and confirmation of your interest to the Chambers
motivate our citizenry to pursue the big dream Marketing and Communications Department
of truly building a great society.
at marketing@chamber.org.tt.
11
12
Feature
Re-visiting a Social Compact

rinidad and Tobagos Industrial
Relations climate has historically
been a rocky one from the early days
of the 1930s when workers were just
seeking to formalize trade unions, through the
late 20th century to now in the early 21st century.
Globally the workplace is now characterized
by free movement, not only of capital but also
of labour. There is also contract labour which
has been replacing jobs for life. These are just
some factors that have seen trade unions
membership, not only in Trinidad and Tobago,
but across the world dwindle. In Trinidad and
Tobago, productivity has been lower than
advanced economies because of long-standing
problems on how to solve disputes between
employees and employers and it is within this
environment different actors in the industrial
relations system have seen the need for dialogue
among all groups including the Government,
business, labour and social sectors.
In January 2014, the Minister of Labour

announced a new, Social Dialogue Task Force.
Its first meeting and involved the major
stakeholders of the State, labour, employers ,
business and civil society. But this is not the
first time that the different stakeholders have
gotten together. On October 31, 2000, the
Business Sector, Labour and the Government
of Trinidad and Tobago signed Compact 2000
and Beyond to address economic and social
issues. The objectives of Compact 2000 and
Beyond included sustainable development,
maintaining a stable and collaborative Industrial
Relations climate, productivity, competitiveness,
enhancing the social security system and
expansion of the economy.
The Chief Executive Officer of the Trinidad
and Tobago Chamber of Industry and
Commerce noted in 2012 that Compact 2000
was initiated in an attempt to ratify the
International Labour Organisation (ILO)
Convention 144 on tripartite consultations.
Unfortunately, however, this Compact did not
get the attention it deserved and the project
ceased. Andrew Sabga a representative of the
Chamber told CONTACT that when there are
tripartite discussions among Business, Labour
and the Government it allows all stakeholders
to concentrate on the important issues like

labour legislation, productivity, competitiveness
and industrial peace. The main objective is
to create industrial peace. For issues that are
adversarial these need to be addressed in a
non-adversarial manner. All parties must buy
into the process of dialogue and they must be
sincere and the commitment real, he said. He
took the position that constructive dialogue
does not exist at the moment to the extent that
it should.
The industrial climate in the country is a bit
charged now. A lot of it is unwarranted. I think
there is too much politics that the trade unions
are involving themselves in and there is not
enough dealing with the real issues, he pointed
out. He said what trade unions must do is return
to their basic functions which include collective
bargaining and representing workers in the
best way possible. The labour unions need to
return to basic collective bargaining. The labour
laws of the country need to be re-aligned to
ensure both labour and employers can work
on issues together. I am not saying it is the
unions alone to be blamed as there are some
employers and businesses - all that their
objective is, is profits - but that is not good,
he stated.
From an economic standpoint, he believes that
good industrial relation practice is important
as it allows all parties in the production process
and economic environment to work together
for the benefit of the country. He also said that
there are sectors in the country which have a
sense of entitlement and this must be replaced
by a new work ethic. People in Trinidad and
Tobago must be rewarded for productive labour
and learn that you get a fair days pay for a
fair days work. We need to move away from
this sense of entitlement. The reality now is
that we are surviving on oil dollars which is a
false economy, when this dries up we will be
uncompetitive as manufacturers as we will be
struggling in the face of the opening of former
protectionist markets, he said. Based on the
challenges of the economic environment, he
said the entire Industrial Relations system in
the country needs to be revamped and he called
for different stakeholders who have different
By Raphael John-Lall
ideologies to put differences aside and begin

dialogue. If there is no hope there is no life.
We all need to work together and soften our
ideological stance. If not then the problems
will grow and there could be unemployment
and other problems, he said.
He is optimistic about the Social Dialogue
Task Force. So far all the parties have met
under the umbrella of the Social Dialogue and
I am optimistic that we will come up with
solutions to the challenges and create a better
Industrial Relations environment, he said.
Mr. Michael Annisette, secretary general of
the National Trade Union Centre (NATUC)
spoke about the positive aspects of such a
dialogue and admitted no gains came out of
the Social Compact of 2000. Its original aim
was to deal with the economy, collective
bargaining, and used as a mechanism where
issues were supposed to be discussed.
Unfortunately all of the stakeholders did not
keep at it as we should have, he said.
He added that there is mistrust among the major
actors in the Industrial Relations system and
the latest Social Dialogue initiative put forward
by the Government hopefully will solve this.
The only time we seem to get together is when
there are crises. But we need to move beyond
that to have mechanisms in place where we
can democratize the way we communicate to
deal with the challenges that exist, he said.
He referred to the ILO, which encourages social
dialogue and he said that countries where a
social dialogue had been established now have
industrial relations systems that are conciliatory
and more productive economies. In fact those
countries with social dialogue among all the
major players, would have fared much better
in the last world economic crisis than those
countries that did not have a system like this.
Germany and Barbados are good examples,
he stated. Finally, he praised Minister of Labour,
the Honourable Errol McLeod for setting up
the Social Dialogue Task Force which he said
brings everyone to the table to discuss issues
on how to deal with the challenges of outdated
labour legislation, low productivity, better
collective bargaining and other issues that the
industrial relations system faces.
Feature
13
Election Campaign
Finance Reform
By Dr. Norbert Masson, Chairman, Election and Boundaries Commission
he Elections and Boundaries

Commission of Trinidad and Tobago
continues to tirelessly advocate the
need for political funding reform to
ensure that money does not equal
speech, thereby preventing the distortion of
democracy by the corrupting influence of
corporate money on the political process.
Currently, the provisions of the electoral laws

dealing with political financing in Trinidad
and Tobago focus primarily on the election
expenses of candidates. A good example of
this is exemplified in sections 44-59 of the
Representation of the People Act, Chap. 2:01.
The law does not take into account the reality
that political contests are essentially between
political parties striving to win votes across
all constituencies, as opposed to contests
between individual candidates in electoral
districts.
The fundamental problem undergirding the
issue of political-party financing, is the absence
of a juridical and structural basis for the
establishment of a political party. Nowhere
in the laws of Trinidad and Tobago is the term
political party defined: a serious drafting
oversight. This has contributed much to the
runaway state of affairs that exists today in
political financing in Trinidad and Tobago
and the region. And while it is clear that
putting a limit on the expenditure of individual
candidates in any new or remodelled legislation
would continue to be desirable, the critical
requirement of control of political party
financing in any new law is a sine qua non.
Social scientists have theorized that, a political
party, is one of the fundamental building
blocks in the structure of a democratic form
of government. Consequently, the term

political party should be legally defined.
Arguably, a political party is a corporate body
similar to that of a company. Companies
consisting of directors, management and
shareholders are required by law to be
registered under the Companies Act, such
legislation governing and controlling their
actions. Why then shouldnt political parties
comprising their leaders, managers and rank
and file members be registered under some
similar authority and thereby be subjected to
governance and control? Political parties
have, for far too long, been allowed to get
away with all kinds of unscrupulous activities.
voices. Corporate money has no morals and

hence no loyalty to any goal other than
maximizing profits. As such, awarding
contracts for political reasons can lead to
systemic corruption, and the inefficient
allocation of public resources. It is time to
take our Democracy back it must be of the
people, by the people, and for the people!
Public policy decisions and electoral outcomes
should not be decided by who gave the biggest
cheque. The Elections and Boundaries
Commission is working towards ensuring that
within the democratic process there is greater
accountability from our elected officials and
campaign finance reform measures shall go
far to help regenerate public confidence in
Our failure to do so at the time when our our state institutions.
Constitution was being drafted was an
egregious blunder. This error must be The Commission has expressed, on more than
corrected now. The first step therefore in any one occasion, its views on the need to enact
plan or effort to control any aspect of the legislation to deal with the registration of
financing of a political party, an activity which political parties, political party financing and
would fall within the ambit of a partys campaign financing. The Commission has
operations, is to have the party conform to also written to the Government in connection
legally defined guidelines i.e., to be registered with the matter by way of Cabinet Note EBC
for a start. A horse fitted with a saddle and (2011) 11 dated November 25, 2013. Further,
reins is much easier to control than a wild the Commissions Chairman raised the issue
one without; and also easier to treat when in at a meeting of CARICOM election officials
need of medical attention and in a stall than held in Barbados on 8th-9th May, 2013, and
if running in the wild. State financing and reported the outcome of its proceedings to
regulation of party campaign financing should Government seeking to bolster the
only be considered against the background Commissions earlier recommendations.
of a legally established entity.
In December 2013, the Elections and
Now we turn our attention to the proliferate Boundaries Commission, in collaboration
problem of money in politics. Of course we with the High Commission of Canada,
know that when making donations to political Trinidad and Tobago Transparency Institute
parties, corporations are not being selfless. and the United Nations Development
A usual goal is often to secure government Programme, hosted a National Symposium
contracts. But the unregulated flow of money in Port-of-Spain wherein political parties and
into politics subverts the Nations individual other civil society organisations discussed
14
Feature
concepts relative to the registration of political
parties, political party funding and campaign
financing controls. In the two days
immediately following the Symposium,
confidential bi-lateral consultations were held
with the major political parties to determine
their preliminary views on these subject areas.
A second round of confidential bi-lateral
talks is being planned for March 2014.
Within the Caribbean region, the efforts of
the Electoral Commission of Jamaica (ECJ)
towards the monitoring and regulation of
campaign financing stand out as a beacon of
hope. In a report to Parliament dated July
2010 the ECJ recommended that
Parliament amend the Representation of the
People Act to include the registration and
the financing of political parties. And in
November 2011 another report was submitted
by the ECJ to Parliament on Campaign
Financing. Arising from the comments and
opinions of Members of the House of

Representatives and the Senate as expressed
in the Parliamentary debates, the ECJ
prepared another report dated August 2013
with revised recommendations to its Report
on Campaign Financing.
electoral financing reform. Perhaps few

realize that politicians are in fact employees
of the electorate. An election is an event
whereby electors employ the individuals they
want to work for them. Of course we are all
familiar with the reality that once the
politicians get into office the roles are
It therefore appears that Jamaica would be reversed. Politicians (the employees) are in
the first country in the Caribbean to enact balcony and the electorate (the employers)
legislation for (i) Registration of Political are in the fauteuils.
Parties, (ii) Financing of Political Parties and
(iii) Regulating Political Campaign-Financing The question at once arises: should not
of Political Parties. Trinidad and Tobago employees (the electorate) have their own
must follow.
manifesto stating clearly what they want their
employees (the politicians) to do if and when
In the free society ordained by our they attain office? Never mind your manifesto
Constitution, it is not the government, but Mr. Politician. This is our manifesto; this is
the people - individually as citizens and what we want you to do, and high on the list
candidates and collectively as associations is enactment of legislation for registration,
and political committees - who must create financing and registration of political
active change on the thorny subject of campaign financing. Nothing less will do.
Feature
15
Leading National
Development
By Dr. Kamla Mungal
eadership is granted by the people

when they perceive that a larger
purpose, outside of self, is being
pursued. It would appear that,
especially for developing countries, the goal
of national development and the improvement
of the living conditions of the citizen provides
a great opportunity for true leadership to come
to the fore. Yet, we fail to see that leadership
materialise in recognizable ways. We have
been unable to inspire a nation to pursue the
well-being of all its citizens. How does one
define appropriate goals and motivate the
nation to pursue them with passion in the
interest of all?
We can take a number of lessons from what

is perhaps one of the most inspiring messages
by a leader of the last century. John F.
Kennedy mobilized the people of the United
States to action when he said: First, I believe
that this nation should commit itself to
achieving the goal, before this decade is out,
of landing a man on the moon and returning
him safely to the earth. In one sentence
President Kennedy created the platform that
mobilised a nation to action and excellence.
Clear and long-range goal:
The goal of development and competitiveness
was other-focused and important for the
collective good of the nation. The specific
goal articulated by President Kennedy was
long-range but clear and compelling with
defined criteria for success. There was an
urgency to the task but the end was clear; not
only was it to be achieved before the decade
but success meant that the man must actually
land on the moon. A clear image of success
serves as a motivational force and every
individual connects to that outcome from their
own position. The connection is aided by
specifying the smaller tasks and critical
elements of that success that lay in the hands an enabling environment by confirming that
of the people.
they had the resources and affirming that now
is the time. Companies with great leadership
Passion and focus on emotions: are always successful, despite the challenges
Motivation is not a forced add-on. It cannot of the external environment. The discourse
be attained by gimmicks and external gifts is centred on the vision and purpose such that
that bring short-term satisfaction. Leadership that is always uplifting.
and motivation is only evident when we ignite
the passion of people such that they pursue The larger question of how do leaders develop
their purpose with vigour, in a way that is not this ability to inspire others has an even simpler
only sustaining to themselves but rewarding answer. Leaders whose names fall off our
to others. Not only was the man to be landed tongues at first thought have consistently
on the moon but he was to be brought back sought to develop themselves. Their principles
safely to earth. All human beings have an and morality are at the core of their existence
innate ability and desire to care and show and serve to guide their actions both in their
compassion for others. The goal that reflects personal and public lives. They did not become
this care, and is articulated by a leader who great by being self-centred; their greatness
consistently lives for the well-being of others emerged along with their love, care and
is inspiring and engaging of the human spirit. consistent actions in support of the national
Organisational leaders who define and guide good. This is authentic leadership. Not only
others to a larger purpose attain levels of is it inspiring to others but it is uplifting to the
success that extends beyond the goals and leader himself or herself. This is the leader
targets. The outcomes are not only related to and leadership that will inspire us to rapid
the targets but evident in the growth, passion development. It is not a quality of only the
and happiness of the people who have person at the top but it is facilitated by that
contributed to their attainment. Great leaders individual who is thrust in a position from
have learned to place the people, their passions which leadership is expected. It then becomes
and the larger purpose at the centre of their an embedded organisational or national
lives and at the heart of their strategy. characteristic.
Inspiration
Great leaders have earned the consistent
admiration of others by becoming an
inspirational force that propels others to action.
It is an unwavering commitment to a positive
outcome, despite the circumstances, that
stimulates others to action in a way that is
rewarding and consistently motivating. This
is inspiration. It is not enabled by fear of
what could happen; it is not enabled by threats
of redundancy and it is stifled by the worry
that emanates when one is constantly subjected
to a discourse of deficiency. Kennedy created
Building a nation requires a leadership of love

and care. It centres around the phenomenon
of leadership rather than motivation. It requires
inspiration and motivation is a consequence.
The leader is the source of inspiration and
vision. The development journey requires
leaps of action facilitated by visionary and
inspiring leadership. There is a collective
conscience and morality that is necessary for
the progress of a nation and its people. The
productivity and commitment of people is an
innate force that is yet to be unleashed by the
countrys leadership.
Feature
Timing is Everything: Public Service

Transformation in Trinidad and Tobago
By Tony Deyal
Observe due measure, for right timing is in all things the most important factor - Hesiod
he Greek poet Hesiod, like William
Shakespeare long after him, realized
that timing is everything.
Shakespeare puts in the mouth of
Brutus in Julius Caesar (Act 4, Scene 3) the
importance of timing:
There is a tide in the affairs of men.

Which, taken at the flood, leads on to
fortune;
Omitted, all the voyage of their life
Is bound in shallows and in miseries.
On such a full sea are we now afloat,
And we must take the current when it serves,
Or lose our ventures.
This is the situation in which the architects of
public service transformation in Trinidad and
Tobago find themselves. Even before
Independence in 1962 there were attempts at
reforming what was known then as the Civil
Service although one of the wits of the time
despaired. He asked, They are neither civil
nor do they behave like servants. How can
you reform them?
service at the bottom of the pile, and at the

top the mandarins. Professionals were lost
in the middle and existed in a time-warp
waiting for the person ahead of them to either
move up or move out. Since promotion was
on length of service and not merit, it was a
dirge without music, a constant state of limbo
where service and servitude were the bar and
stagnation the result. Risk taking was
verboten, creativity and innovation frowned
upon and highly discouraged, and
professionalism a matter of personal
preference. In the country of the blind, the
one-eyed man looks to where the grass is
greener and the brightest and the best departed
hastily.
In 1962 and getting even more intricately

interconnected several different forces
converged that have the power to facilitate
and even hasten public service transformation.
The first is the increasing demand by citizens
and the different stakeholder groups for value
for money from the public service. People
want more for less. They expect to get their
moneys worth from their hard-earned tax
dollars. This reaction, sometimes dramatically
expressed in protests, is increasing. The public
service must do more, do better and do it for
less. People are also aware of the increasing
cost of waiting or travelling long distances
for services. They are more and more mindful
that these are opportunity costs and while
invisible because no cash changes hands, they
are a burden. The private sector wants greater
ease in doing business and a country that is
more competitive. They have fingered the
public service for being the problem.
Obviously the public service has no choice
but to respond positively and meaningfully
rather than face an escalating climate of
hostility and resentment.
A few years ago, the talk of public service

transformation resurfaced and a wind of
change started as fitful gusts in the Ministry
of Public Administration. There was the
announcement of a new attempt at making
the public service more citizen-centric and
of reducing costs, improving quality,
increasing availability and accessibility of
goods and service and providing a 24/7 menu
Throughout the first fifty years of national of benefits and opportunities to the people. The second force is the growing power and
independence there were many efforts at
ubiquity of Information and Communications
reform and this constant harping on the There was disbelief and the question was Technologies (ICTs) which are not just
presumed inadequacies and inefficiencies of frequently asked, Public Service simplifying and speeding up tasks and
the public service prompted a question from Transformation failed for the first fifty years transactions but they work 24/7. The use of
one of them, But we havent done anything even with management hotshots like Gordon ICTs helps the public service to achieve the
wrong so why do they want to reform us? Draper leading the way so why would anyone One-Stop Shops that will allow any
In the meantime the public service, as it was think it would succeed this time? transaction to take place in any Government
called after Independence, helped the country
department anywhere in the country or to
smoothly through changes of Government and The reason is timing. There is something access services through cellphones and home
the traumas of 1970 and 1990. Whatever their called convergence theory. Initially, the computers. Already, scholarship applications,
perceived faults, the public service by theory was applied to history and sociology National Insurance and other business can be
remaining neutral helped to keep this countrys and stated that all industrial systems, whether transacted from home.
fledgling democracy safe, sound and secure. capitalist or communist, would converge in
their social, political and economic systems The third is that the Public Service is seeing
At the same time the public service remained because of the determinant effects of the benefits of the change in the structure
mired in the colonial bureaucracy it had technological development. It was later from a pyramid to a diamond that allows
superseded tied up in red tape, locked in a applied to the different electronic media scope and space for greater professionalism,
governance straight jacket from a Victorian including computers, television, telephones innovation, creativity, some degrees of
Museum of Horrors and in thrall to the office and radio converging as they have done into autonomy, accountability and more flexible
and not the functions. Its structure was one package or one medium. In this case, work patterns and practices. There are
pyramidal and bottom heavy the bulk of the the cellphone.
scholarships for public servants in fields that
17
18
Feature
will contribute to the companys sustainable
development, the silos of isolation and vertical
divisions are now being dismantled to
accommodate new ways of working including
multi-disciplinary teams, and people who for
a long time stayed stuck at the bottom of the
pile though qualified for higher levels of
service, now see daylight. At the same time
the long wait for contracts and the red tape
and legal strictures are slowly diminishing.
The final factor that has melded the other

forces together is leadership. The present
Minister of Public Administration, Carolyn
Seepersad-Bachan, has put together and
manages a formidable team that eats, breathes,
sleeps and dreams the transformation.
Because 2012 was the golden anniversary of
the public service and 2022 will be the
diamond anniversary, the Ministry has created
the Journey From Gold To Diamond (G2D)
and has set 2022 as the target for achieving
excellence in service delivery by the entire
public service. It has rolled out its flagship
Diamond Certification Programme which is
not a competition but a standard of excellence
which public service and some private sector
organisations are striving to achieve.
The fourth force is political will. In the

Caribbean, especially in Trinidad, without
the political will nothing happens stasis and
stay-still are the order of the day. This present
Government recognizes the need for a more
citizen-centric public service, a more satisfied
public, and a more efficient government
machinery. They have started to agree with The journey is now into its second full year
sharing services and reducing waste since its launch at a Gala Event in December
improving efficiency and effectiveness. 2012. The Prime Minister of Trinidad and
Tobago made the point that public service

transformation required and would result in
the transformation of the entire country of
Trinidad and Tobago. Minister SeepersadBachans vision is simpler. She wants her
Ministry to help to create a Trinidad and
Tobago in which the public service has been
transformed so that all the services it delivers
are of the highest possible quality and meet
the most demanding standards of excellence;
a Trinidad and Tobago in which citizens can
stay at home and use computers or cellular
phones or, at worst, will not have to venture
far from their homes to access every service
the Government has to offer; and a
Government that is putting the resources in
place so that the citizen is the be-all and endall, the hub and the wheel, the corona and
periphera of the public service universe.
This is the Diamond Standard of service and
some of it is already happening.
Communications Committee
The Communications Committee is a Boardappointed Committee of the Chamber, chaired
by the sitting President. Its role is to
conceptualise and execute the Chambers
communications strategy as guided by the
Board of Directors. As such the committee
oversees the publication of CONTACT
magazine, three weekly newspaper columns,
a weekly radio programme, media releases
and other electronic newsletters and bulletins.
Each CONTACT magazine is thematic so
that two thirds of the articles explore the issues
related to the particular theme. The magazine
is distributed free of charge to Chamber
members. Complimentary copies are given
to Members of Parliament, diplomatic
missions, hotels and subscribers to the
Guardian newspaper. CONTACT may be

read online at www.contact-tt.com.
The weekly CONTACT with the Chamber
radio programme airs on I95.5 FM at 7:25
a.m. each Tuesday. It represents a Chamber
editorial and is voiced by the Chambers Chief
Executive Officer, Catherine Kumar.
Programmes are available on the Chambers
website www.chamber.org.tt.
The main issues that form the basis of the
Chambers lobbies are largely reflected in the
newspaper columns. Since 2004, the Chamber
has maintained three weekly newspaper
columns - Wednesdays in the Business Express
and Thursdays in both the Guardian Business
and the Newsdays Business Day. Writing on
the premise that all issues which affect the
national landscape also affect business, the

columns serve to express Chamber opinion
and policy. Topics for articles have included
the economy, trade, crime, education,
agriculture, health, the environment and
culture. The committee encourages Chamber
members to submit columns or ideas for
columns on topics of interest. Columns may
be between 700-900 words in length and the
Chamber reserves the right to publish, subject
to review by the Committee. The weekly
columns may be accessed on the Chambers
website at www.chamber.org.tt.
For further information on this committee
kindly contact Halima Khan, Communications
Officer, Marketing and Communications, at
637-6966 x 227 or email
hkhan@chamber.org.tt.
20
Feature
Is there a Global
Vaccum?
By Vaneisa Baksh
elson Mandelas death in December

2013 brought into sharp focus the
global vacuum in leadership. Not
from the size of the crowds paying
their respects. You cant rely on the hullabaloo
it caused worldwide to measure the size of his
shoes - the culture of today makes it necessary
to be visibly celebrating, mourning, sleeping,
eating, as long you post it right away. But with
world leaders from every sphere cartwheeling
over each other to join Mandela farewell parties
(selfies and all) it was striking how far removed
in stature they seemedlike ants teeming
around a lion.
It isnt just on the scale of national leaders,

about whom we have been bombarded with
stories of corruption, graft, sexual misconduct,
espionage, and even genocide, in recent times.
Even when they have avoided being charged
with such offences, they say such offensive
things!
The new Pope, for instance, had been pushing
all the right buttons until he decided to include
abortion in his list of dreadful aspects of a
throwaway culture. This came as the UN
hauled the Vatican in for questioning about
the horrific sexual abuse of children by priests.
The Holy See, cassocked in its inviolable status
as an entity that is a veritable law unto itself,
has never reasonably addressed its long history
of sexual abuse; the untold effects on countless
lives can never be truly assessed. But the
United Nations, another institution representing
the loftiest ideals of citizens of the world (as
some might argue, the Vatican does), can be
accused of an enormous amount of moral
hypocrisy in its own conduct. It too has
condoned sexual abuse by its workers, has
been accused of carelessly introducing cholera
into Haiti; indeed, has averted its eyes from
Haiti many times over, and has also been slow
to act in the face of countless atrocities offshoots. CARICOM did not lose its way
globally.
because people did not believe in it since like
the UN, it was conceptualized deep in the
Lets face it, institutions are run by people heart of idealism. It has made itself irrelevant
and those at the helm are the ones with the to Caribbean people because of poor
greatest capacity to influence their value leadership, and by and large Caribbean people
systems. Leaders of institutions are constantly have washed their hands off it as a mechanism
faced with challenges regarding the types of to enable development in the region.
decisions made within. Strong institutions
develop and give primacy to following their Our local soil is soiled because for many years
missions, goals and core valuesnurturing the days have been bringing forth such tales
internal cultures that live by their codes. Weak of corruption, lies, graft and fraud at the
ones treat them as documents to be cited in highest levels that all public trust has
press releases; meaningless in practice, but evaporated. Today, fraudulent degrees have
useful as public relations exercises. been the soup de jour - and just as with crime,
a lot of talk but no action has left the bitter
There is a very fundamental aspect of bile of cynicism working through the gut of
leadership which often goes unnoticed by the our citizens. Without leadership that we could
conscious mind, but which resonates count on, the country has tragically slipped
profoundly on the subconscious. It has to do into a hole with no apparent way out. Our
with trustworthiness. A leader you can trust brand has become one of crime, corruption
can work wonders getting you to follow. and poor customer relations. The leaders who,
Despite the skeptical air that generally in their blissful expeditions to excavate
surrounds world leaders, everywhere people national resources abandoned all regard for
were fighting over themselves to recount decency, are finding now that they do not
stories of when they breathed the same air as know how to control the forces they tried to
Mandela did. Why? Mandelas steadfastness harness.
in the face of unrelenting trials made people
trust him - gave them faith that he was truly The loss of confidence in institutions and
a man intent on making the world a better leadership feeds this growing sense of
place.
powerlessness by the citizenry. That helpless
feeling is why many strike out angrily; why
Globally, if you analyse some of the decisions many refuse to abide by rules that seem to
made by world leaders, you have to conclude benefit only a few. Entrepreneurs will tell you
that they are driven by forces far removed that they can hardly find staff willing to go
from altruism. The Catholic Church bemoans even an extra inch, far less the extra mile.
the falling away of parishioners. It might have
more to do with the loss of trust for the The economy has slowed down for many
priesthood than with the other factors of reasons, and rebuilding trust requires deep
modern lifestyles that are blamed. The UN, commitment to a process that will take time,
nearly 70 years old, has not earned the kind study and resources; and leadership you can
of support it ought to from members, because trust, and right now, all are in very short
they have lost faith in too many of its supply.
22
Feature
Education and
Leadership
By Dr. Rolph Balgobin
f ever there was a challenge to leadership

in Trinidad and Tobago, it is that which
is presented by education. Even as we
drown in incivility and violence at one
end of the societal spectrum, and in arrogance
and corruption at the other, our educated
classes have proved patently unable to devise
let alone implement any reasonable solution
to the problems faced at both ends and the
middle of our society.
Perhaps the intelligentsia has not been able
to come up with a solution because a common
definition of the problem has not been agreed.
This is in part because we are smart, but
perhaps not smart enough, each idea master
only able to frame a problem in his own
vocabulary, unable to bridge knowledge and
language gaps to arrive at a general
understanding of the challenge we face. We
end up with a cacophony of definitions and
inaccurate solutions, yet the symptoms are
easy to see.
We know that we have a problem of crime
and that this manifests as murder and assault
on the one hand and white collar crime and
corruption on the other. Both sit at opposite
ends but are not strangers, since one needs
the other for its perpetuation. But if crime is
a problem, what is its cause? Put another
way, if crime is a symptom, what is the
underlying problem?
It is here that leadership comes into sharp
focus, since a thorough examination of any
and all issues faced by our bourgeoning
society, from crime to institutional failure to
corruption can locate both their cause and
solution firmly in the province of leadership.
This is not a generally accepted argument,
and there are many, including some Prime
Ministers past and perhaps present, who feel

or have felt that they too are victims of the
system, of a political culture gone horribly
wrong. Faced with the powerlessness of
their role buttressed by a hardened and
unproductive culture, political leaders slide
into decline themselves, enriching themselves
as they go as compensation for having seen
the true nature of the beast.
Perhaps we are unable to face our own
reflection in much the same way as Wildes
Dorian Gray was unable to witness his
portrait, and to come to terms with the evil
represented there. So we look everywhere
else for our solutions, and instead create
more problems.
Yet one cannot escape the sense that the
problems of this country, and its opportunity
set, would be well prosecuted by a good
leader. The cynics among us may scoff, but
Trinidad and Tobago may yet be a great
nation, and we are certainly further along
than India or South Africa were when Gandhi
and Mandela rose to prominence. Even Pope
Francis has redefined the role of Church
leadership, changing very rapidly what was
until a few months ago thought to be virtually
unchangeable. There is hope for us yet.
So what then is the prime quality of a leader,
and how do we get one who can lead us out
of the mire and into a more elevated space?
It is here that education rises to clear the
cerebral fog and rides, as they say, to the
rescue.
this is the definitional latitude with which I

seek to cloak my thesis. That is to say that
the reason we have weak leadership is that
the quality of our education has fallen
dramatically over the years as we
fundamentally misunderstood what education
is and what an educated man or woman must
be. Our education has focused on what a
person knows, and not on who they are.
Denominational schools seek to provide some
moral grounding at primary and secondary
level, however this is rapidly denuded at the
tertiary level. At government schools, which
are free of religious constraint, moral and
social instructions are bypassed far more
quickly. The upshot of this is generations of
young un-rooted in a wider community of
values, whose commitment to the nationhood
project is tenuous at best.
This is not as simple a problem to resolve as
it is to articulate. We have spent years
emphasising that a person is bright when
they pass their exams. Beyond the simple
childhood instruction that children receive
from parents increasingly not to be assumed
most of our young are on autopilot, receiving
little in the way of values-based coaching or
social development except through everyday
experience.
Proper education is of course the antidote,

but this involves a tough look at the society
by the society for the model is broken and
must be changed. One has only to look at
our leaders and their qualifications to see the
inverse correlation between the development
of our national character and what we think
Education is far more than certification, a education is. Our leaders have almost
point frequently misunderstood, with invariably had very high levels of certification,
disastrous effects, by employers and students yet the tenor of our social relationships and
alike. In its broadest sense, education is the quality of our life experiences appears to
intellectual, moral and social instruction and have qualitatively declined.
Feature
People trained to think critically, but without
any moral or social anchor, display two
dangerous attributes frequently seen in our
leaders today. They are destructively critical
and play in unanticipated spaces. Engaging
in destructive criticism demolishes new ideas,
but replaces them with nothing. The upshot
is a society which does not, cannot move,
because the social and psychological costs
for innovators and change agents are simply
too high.
rules, of regulations, using the training

conferred by education to say that what we
want to do is possible since it has not been
expressly outlawed, whether we know it to
be good for the society or not. This use of
justifying argument for ones personal
advancement tears at the fabric of a young
society and makes us all vulnerable since we
are rapidly descending, with the education
systems help, into a place where we are each
a republic and the notion of the common good
grows distant. This is not to say that we should
stop our people from studying. Far from it!

Rather, my proposition would be that we need
a far more expansive perspective on what
education should be, and we should seek to
deliver such a holistic diet to our children, so
that we may one day have more whole leaders.
If we can confront ourselves positively, and
make the changes we know we must, Trinidad
and Tobago may become the light of this
hemisphere sooner than many of us think
possible.
We all stand in a line of mediocrity, ready to

train our guns on whoever steps forward.
Eventually the best of us retreat into our own
spaces, jaded by the wanton misuse of power
conferred by trained intellect. The battle is
won by the certificated masses who shout
loudest.
WELCOME TO WWW.CONTACT-TT.COM
In an effort to continuously improve our services to you and due to the overwhelming
response we have received for our quarterly business magazine, CONTACT, we have
launched a website that caters to the needs of both our readers and advertisers.
As the premier voice of business in Trinidad and Tobago, CONTACT provides a forum to
inform about current business issues nationally, regionally and internationally.
The magazine has a strong specialised thematic content, written and researched by respected
Playing in the spaces is an even more business leaders and writers. Because of the focus of CONTACT, the magazine has a wide
corrupting and insidious force operating in distribution and reaches key executives and leaders in the business community.
our society, and this is almost exclusively the
province of the certificated. This is where The website has many features to offer, including HTML and PDF compatibilities, archived
we play very close to the letter of the law, of issues of the magazine, advertising rates, along with translation assistance.
23
24
Feature
Crime and Leadership

By Vernon Khelawan
n excerpt from Jim Rohns book

The Treasury of Quotes, defines
leadership this way, The
challenge of leadership is to be
strong, but not rude. Be kind, but not weak.
Be bold, but not a bully. Be thoughtful, but
not lazy. Be humble but not timid. Be proud,
but not arrogant. Have humour, but without
folly.
Trinidad and Tobagos leadership has been

called into question on several occasions since
the country became independent more than
50 years ago. Most times the attacks on poor
leadership are aimed at the political
directorate, but there are in fact many other
levels of leadership that are wanting, including
lower level bureaucrats who run state
companies, while the private sector has not
proven to be immune from poor leadership
skills.
The worsening crime situation in Trinidad
and Tobago has called into question the
countrys leadership. The current scenario
shows that the leadership of the criminal
underworld, which includes the gangs and
drug lords, is much better organised than that
of the countrys leadership. Clearly there is
a serious leadership crisis in the country.
What the public sees is that while the criminal
entities carry out with precision their assaults
on business and citizens and even children,
government leaders continue to thrash about
with flailing arms, making noises, but not
making any real difference.
The biggest challenge facing this government
and several previous administrations is the
issue of the abatement of crime and criminal
activity. It has been recognised that getting
a handle on crime in Trinidad and Tobago is
mainly a leadership issue, which to date has
not been attacked frontally.
The politicians make the noises necessary to

appease their various constituencies, while
the Police Service remains seriously divided
with dedicated, hard-working officers on one
side and rogues and lethargic ones on the
other. This combination of ole talk
politicians and a divided police service makes
fertile ground for the continuing escalation
of criminal activity.
gangland murders and even so, little or no

progress is being made in that area.
But has anybody looked at the recent upsurge
in bank heists, armoured car hijackings or
large jewellry thefts? Within a month there
have been two multi-million dollar thefts,
resulting in one death. A security vehicle
(not bullet proofed) was hijacked, the courier
killed and the bandits made off with lots of
cash reportedly in the millionnns - belonging
Over the last four years, there have been four to several local banks and destined for
Ministers of National Security and each one Tobago.
promises to save the nation from the
criminals. It is possible to assume that More recently, thieves, number unknown,
between 2010 and today there have four were able to break into a Bank Branch in
different sets of strategies aimed at reducing Sangre Grande and clean out the vault, which
crime, each new Minister believing he has contained millions in cash and even jewelry
the solution to this grave situation. belonging to customers lodged with the bank
In 2007 Lee Iacoca, a formidable leader in for safe-keeping. If there were security guards
the United States auto industry, published a on duty they did not hear anything, nor did
book the title of which asked a poignant the alarm system activate.
question, Where have all the leaders gone?
This same question is being asked every day To date, there been no arrests in either of the
in Trinidad and Tobago, but not in such loud two attacks and both matters have been
tones.
surrounded by a deafening silence. No
statement from any of the leaders the
A look at todays scenario: Both the security company, the Police Service, the
government and private sector leaders lament Bankers Association nor the political
the fact that the murder rate for the country directorate. The Bank(s) involved did not put
is intolerable. And they are right. So the out an official statement.
focus understandably, has been for years,
placed on that element of criminality. It begs other questions: Has any connection
been made with these two heists and the
They are all fully aware that the majority of recent drug busts, locally and abroad?
murders now being committed are related to Someone has to pay for the cocaine and
gangland activity the fight for drug turfs marijuana that have been seized? Are these
and valuable URP contracts - resulting in glaring heists part of that scenario? These
revenge killings. One Minister of National are questions the countrys leaders have to
Security went so far as to tell the country the answer. Saying investigations are continuing
number of gangs that operate in various areas is just not good enough.
in the country. But nothing has been done to
stop the killings. The remainder of the The current drive to eradicate or seriously
murders are passion killings and family damage the supply lines of illegal drugs, both
disputes. Still, the focus remains on the from local sources and other Caribbean
Feature
islands has to be hurting somebody and as such there has to be
some kind of retaliation by the criminal element to keep their
money flowing.
Then there is the matter of money laundering. It happens in all
forms and fashion in this country and has been this way for many
years. The public hears very little about the instances when money
laundering activities are discovered, and that is where it ends. The
country is never privy to the results. As a matter of fact, there has
hardly ever been a conviction, if at all, for any money laundering
offence in this country.
Gun running is an activity that has been part of the underworld
agenda of Trinidad and Tobago for many years. It is no secret that
the small time bandits who use guns to commit robberies, rape
and home invasions, are not the people who bring in the guns.
Again, the leaders in the security services and the government,
ensures the lid on such activities remains tightly locked.
It is more convenient for persons in leadership positions to trade
statements on the viability or usefulness of a British-built OPV
as against a Chinese manufactured Long Range Vessel (LRV).
Keep the arguments going while the cocaine and guns keep flowing
in from Central America.
Millions have been spent on importing so-called experts to advise
leaders in the protective services how to get a handle on crime.
In other words if it can work in New York which accommodates
some 12 million people, it shouldnt be too difficult to have success
in Trinidad and Tobago with a population of just over a million.
There have been dozens of crime plans. Every new National
Security minister has come up with crime plans that have all
failed to stem the murders and reaped little other rewards. Leaders
must resolve to work together with the citizens, starting with the
communities, if any progress is to be made in arresting the crime
spiral. Until a real effort is made in this direction, nothing will
happen in our fight against crime.
At the rank and file level, our leaders, both public and private,
fail to connect solidly with citizens on so many issues good and
bad which would in the long run benefit the entire country. It
is time our leaders stop talking the talk and begin to walk the
walk.
25
26
Feature
Tobago Tourism needs

Leadership
By Bertrand Bhikarry, Tobago Division
heres a gut feeling among our

entrepreneurs that tourism is Tobagos
only shot at a global business.
However there seems to be a problem
transforming every effort made so far into
successful or sustainable enterprise. The failure
arguably, points to inadequacies of leadership
and longstanding mediocre management of the
islands mainstay. Its a view reflected by wary
onlookers too, whether foreign-based investor
types or simply potential visitors.
At first blush, a thriving tourism-derived

economy seems inevitable for Tobago,
especially compared to better-known but lessendowed places like Barbados, St. Kitts or
Antigua. At the regional level Tobagos natural
assets compare favourably to any of the islands
up the chain. Reefs are still pristine, surpassing
many offering of major Caribbean destinations
and the islands biodiversity, especially its avian
life, are already acknowledged as world class.
And far from last, the culture of Tobago is as
potentially ripe and engaging as that of any
other community in the New World. So where
exactly did we take a wrong turn with tourism?
Carlos Dillon, a highly respected Tobagonian
with many years behind him on the tourism
frontline became aware of this destinations
promise more than half a century ago,
accompanying his father in the familys tour
operation business. Today he still recalls his
father admonishing fellow guides and tourists
as well about the wisdom of preserving
Buccoos landmark ecosystem. Beyond his
desire to revere his deceased parent, Carlos
seems genuinely proud that someone way back
then kept an eye out for the communal good.
Asked if the present generation of reef users
have taken up stewardship for the reef in the
same vein as his dad, the young Dillon replied
in the negative, asserting though that the current
crop of youth could benefit if better examples

were set for them by their leaders. Indeed he
may have inadvertently voiced the cure for
Tobagos tourism - if only someone could
engineer it. Carlos himself is no neophyte to
the national scene of commerce and politics.
He maintains a belief that the State directorate
should act only as executive officers when they
tend to the business of Corporation Sole. Ever
concerned about matters at home he demands
that Tobagos political structure should remain
apart from the discipline of its business. He
always speaks with reverence of the gift of
nature inherited by Tobagonians, always
advocating for communities to take leadership
roles to ensure said gift is held in trust for the
others who have yet to be born.
the Tobago Division of the Chamber identified

several outstanding voids in the islands tourism
strategy hampering the potential for growth.
Tobagos core product still needs to be fine
tuned but there appears to be nothing in the
public domain that can be availed to guide
investment in the tourism industry.
Chamber heads however concur however, that

theres room for optimism should such a plan
be presented. It would potentially allow
everyone to engage in better management at
all levels. For example, taxi drivers would be
able to forecast growth, could buy newer cars
with greater confidence, could plan other
growth or even manage family life better. It is
logical that if everyone was working to a
Based on knowledge gained from a stint with a common plan, similar type benefits would also
multi-national oil company in the early days of accrue to the farming sector, to the construction
the Galeota finds, Carlos opines the first companies and merchants as well.
petrodollar windfall, coming as it did so quickly
after Independence in 1962, enabled a paradigm Of course the airlines and hoteliers the top
of poor productivity. The easy money from of the tourism food chain, would be able also
government instilled a sense of dependence upon to contemplate plant and property expansion,
and saw to the cultivation of a narrow band of budget for advertising and generally cater to
skillsets for the energy industry and its various all the things that goes with forecasting.
offshoots. In essence he says, the tourism industry Unfortunately, it seems that Tourism has been
in Tobago (and Trinidad too), had to take a left virtually uncultivated.
backseat to petroleum mining.
Now, a detailed island vision, mission and
He asserts the direction, inadvertent though it strategy should be held in plain sight for the
may have been, eventually disenfranchised an general population to see. Its an omission that
entire generation of Tobagonians, many who demonstrates poor decision-making from both
could have gone ahead and developed their own the Trinidad side and the House of Assembly
business tourism, if infrastructure or even in equally bad parts.
the political will, was there. Asked if the situation
has been addressed, he shook his head again as Until then, if someone was inclined to do
if to get rid of an early evening mangrove tourism related business it will be certainly be
mosquito.
difficult for them to over-ride their feelings that
any industry in Tobago will have a hard time
But Carlos Dillon isnt the only one clamouring getting off the ground. And maybe, it cannot
for effective rollout of this islands tourism. In at least not as long as the current style of
March of 2013 during a stakeholder consultation, leadership remains the status quo.
28
Feature
Are you Irreplaceable?

By George Deyal
ou wont last forever, even if you

think youre indestructible. Your
business can continue without you,
even if you think youre
irreplaceable. Your legacy as a success or
failure doesnt end with you, it continues on
with your successor and likely your business
does too.
There are many situations where a successor

is needed, and many ways to choose a
successor. There is also just the one way to
not choose one if succession planning hasnt
been important to you, even though not
grooming a designated successor can lead to
the downfall of the entire business.
Some people want to leave on their own
accord. Others are pushed out. Some insist
that they want to die at their desks, and
unfortunately some do. Deciding on a
succession plan depends a lot on how open
you are to the idea that the business endures
and the world keeps spinning, with or without
you in it.
inheritances when one child works in the

family business and others do not, can children
achieve healthy separation from parents when
they work so closely together, can a family
rift cause a serious issue in the business or
vice versa, and can you maintain equitable
emotional relationships with all the kids
instead of favouring the one working in the
company?
While owners of family businesses spend their
lives nurturing their business and their
children, it is sometimes difficult for them to
imagine that the kids might want no part of
the business. Some become natural successors,
some siblings squabble over who is in charge,
and some drive the company to failure either
because they feel a duty to do something they
dont want to do, because they need to break
away from the parent-child relationship or
because theyre just terrible business people.
Many believe that it is best to allow the
children to follow their own passions, and
take time to develop their own identity separate
from the business until they feel the desire or
the comfort to come back home and take over.
It is not unusual for family businesses to look
outside the family for people to run or even
purchase the business when the business
owners want to retire. Sometimes the business
is a family legacy or sometimes it is just a
part of family history.
The basic steps involved in succession planning

are simply to evaluate your function, look at
people in your organisation who can do as
well as you (or half as well if youre that
good), evaluate these people, choose a potential
successor or successors to develop, find the
gaps between what they know and what they
need to know to do your job, and groom them
for the position.
In large businesses succession planning or
succession development as its also popularly
The most basic and highly successful form of referred to these days, is more of a formal
succession planning is simply human activity. It is an institutionalised process that
procreation. The next generation takes over is not just about finding a replacement for a
from the first. If you have a family business CEO but about selecting and developing the
its natural for your children to be a part of it, people in the next two layers of jobs below.
to have grown up in it and to be expected to Succession development is more about the
take over one day.
pipeline of employees rather than just the one
being groomed to take over at the top.
With family businesses questions arise with Indeed, the CEO hardly gets to choose his
succession planning in terms of which child successor anymore, more often the Board is
should take over, how do you fairly distribute involved in the process to add objectivity to
the choice on behalf of the future success of

the company. The companys focus in
succession planning is to develop the bench
strength of the organisation, the substitutes
who would come into the game to replace
the starters when needed. Things can go
wrong with succession planning of course;
it doesnt always work out as planned.
There are leaders who refuse to leave,
transitions that take place too soon, attempted
power grabs by the chosen ones, choices of
a weaker successor to keep strong challengers
to your job at bay, dismal failure by the
successor, and crises that cause the former
leader to come back when the successor
doesnt yet have the experience to handle the
situation.
There are leaders who dont choose successors
and are simply blindsided by changing times,
generation gaps, and their own egos and
tunnel vision of success, or of course their
own demise. All of these can lead to the
demise of the business as well.
Planning for succession is something a lot of
business people always intend to get around
to but sometimes never do. However it is a
critical success factor in assessing the job
youre doing for your organisation and
whether or not you truly have the companys
best interest at heart.
A persons legacy in business isnt just about
their individual achievements, but also about
the preparations they have made to put the
business on the path with the greatest
possibility of success.
It is a short-sighted statement of selfimportance to think that the business couldnt
survive without you since those boasts
ultimately becomes self-fulfilling prophecy.
Sustainable success has to last longer than
you do.
30
Feature
T&Ts Golden Age of

Charismatic Leaders
e was as scholarly as he was political,
commanding audiences' attention in
both spheres in equal measure.
The intellectual in Dr Eric Eustace
Williams drove his deep-seated ambition to
release this country from British colonial rule.
Williams, who became this country's first Prime
Minister in 1956 and stayed there until his
death in 1981, saw politics as an powerful tool
to engineer change. His achievements were
nothing short of meteoric. Williams, a student
of Queen's Royal College, won an island
scholarship to Oxford University in the United
Kingdom, where in 1935 he earned first-class
honours for his Bachelor of Arts in history,
and was ranked in first place among University
of Oxford students graduating in history in
that year.
Williams documented in his autobiography,

Inward Hunger his experience with racism
while in the United Kingdom. For instance,
he recounts that in the period following his
graduation, "I was severely handicapped in
my research by my lack of money.... I was
turned down everywhere I tried ... and could
not ignore the racial factor involved".
He would go on to announce his intention to
enter politics in a famous speech in Woodford
Square, Port-of-Spain, which was surrounded
by the courts and the Red House. He
rechristened the red-fenced-and-spiked park
The University of Woodford Square. Hed later
give a series of public lectures on world history,
Greek democracy and philosophy, the history
of slavery, and the history of the Caribbean to
large audiences drawn from every social class.
His name for the square has stuck to this day.
It's in the squares Victorian-styled bandstand
that he launched the political party, the People's
National Movement (PNM), in 1955, and won
the 1956 general election. The PNM would go
on to hold the reins of power for 30 consecutive
years. T&T celebrated its 50th Independence
anniversary in 2012, a fact that cannot be stated
without acknowledging that it was Dr Eric bid to run for Parliament as a candidate for
Williams who led us to independence from the Workers and Farmers Party. His most
Britain in 1962.
prominent debut into local politics was as
early as 1973, when he forayed into the politics
In his famous speech observing that historical of the Trinidad Islandwide Cane Farmers'
occasion, he said: Democracy means more, Association (TICFA). He faced opposition
much more, than the right to vote, and one from then leader of the Sanatan Dharma Maha
vote for every man, and every woman of the Sabha, Bhadase Sagan Maraj and the leader
prescribed age. Democracy means recognition of the Union, Rampartap Singh, who had
of the rights of othersThis is what I meant succeeded Maraj. These were the favourites
when I gave the nation as its slogan for all of the then Prime Minister, Eric Williams, for
time, discipline, production, tolerance. he was concerned about the "left-wing
Where Williams used his scholastic and radicalisation" of the union membership.
political achievements to rally a nation,
Basdeo Panday made his name in the labour It was in this context that Panday came to the
movement, fighting for the rights of T&Ts fore. Panday was able, through backdoor
sugar workers in the early 1970s. negotiations with the then union leader of
History tells us that Panday was educated at TICFA, and subsequently with Eric Williams
Presentation College and studied law at concerning the wages and salaries of sugarcane
Lincolns Inn in the United Kingdom. He workers, to claim control over the union as
also studied economics at the Univesity of the undisputed leader of TICFA. In May 1973,
London. He returned home to join the he became the president General of All
Workers and Farmers Party to represent sugar Trinidad Sugar and General Workers' Trade
workers rights for better pay and working Union.
conditions.
Exploiting the fractural divisiveness that
In the early 1970s, sugar workers were among existed within the then opposition of
the lowest paid in T&T, working under the Democratic Labour Party, Panday formed
conditions akin to slavery for the British- an alliance with other union members,
owned Tate and Lyle Sugar Company. Under Weekes and Shah. The three formed
Pandays leadership, workers won a 300 the United Labour Front, and in 19811986,
percent wage increase. Years later, many he was the Opposition Leader.
former sugar workers had framed photos of
Panday above their front door, so revered He co-founded the National Alliance
was he.
(with ANR Robinson, political leader of
the Democratic Action Congress and Lloyd
In March 1975 there was labour unrest when Best of the Tapia House Group), to fight the
the major unions led by Panday, George 1981 elections, and later co-founded
Weekes and Raffique Shah, representing the National Alliance for Reconstruction with
sugar and oil workers, marched in San Robinson and Karl Hudson-Phillips. Following
Fernando and were met by brutal police a convincing electoral victory in 1986, he was
resistance. This became known as "Bloody made Minister of External Affairs and
Tuesday". He spent two weeks at the Golden International Trade. In 1988, Panday, along
Grove Prison for leading an illegal march w i t h K e l v i n
Ramnath, John
with trade unionists. On returning to Trinidad, Humphrey and Trevor Sudama, were expelled
Panday entered politics and failed in his 1966 from the party after a disagreement with
Feature
Robinson, claiming Robinson was
authoritarian. He founded the Club for Love,
Unity and Brotherhood (CLUB 88), which
became the United National Congress. In 1992
their candidates won more seats in that year's
election than the then NAR. On such a basis,
the members of what was to become the UNC,
argued this in Parliament to become the
Opposition. The party only won 13 of 36 seats
nationally. It improved this margin to 17 in
the 1995 general election. It could not form
the majority in Parliament to form the Cabinet,
so, with the support of the two seats held by
Robinson and the NAR, Panday was appointed
the country's first Indo-Trinidadian Prime
Minister. Robinson became President.
Williams led T&T to independence.
Panday fought for sugar workers dignity.
Bhadase Sagan Maraj built a Hindu
organization through which illiterate Hindus
were educated. Maraj, who died in 1971, was
a politician, religious leader and businessman.
He founded the Sanatan Dharma Maha
Sabha in 1952, which grew into the
major Hindu organisation in T&T. Maraj,
born in the tiny village of Caroni, had a strong
desire to take his family out of the poverty,

deprivation and degradation that had been
their lot ever since his father stepped off an
indentured labourers' boat. Before he could
help the Hindus, Maraj himself had to be
strong enough. He was a violent man who
used violent methods to achieve his wealth
and social status. Maraj earned his first million
dollars by digging sand for construction in
the Caroni River. It was quite a thing to see
this strapping young six-footer with a long
bamboo pole pushing his flat-bottomed boat
up the Caroni River. He was not yet 30. Soon
the young Maraj bought a truck and was in
the transport business. World War II and the
arrival of the American armed forces to T&T
placed Maraj into the big league.
He was one of the biggest contractors on the
American naval base at Chaguaramas, and
when the order came for the Americans to pull
out their task force from this country, Maraj
was able to buy out large areas of the base
that were being deactivated. As a millionaire,
Maraj now had the means to fight for Hindus.
When he was elected to Parliament in 1950,
the Maha Sabha did not exist.Neither did
Hindu schools, and illiteracy among Hindus

was about 50 percent.
In early 1952, the Maha Sabha was formed
and was given permission to build and operate
their own schools. Maraj declared, "By
September, we will have six schools." Cynics
laughed, but Maraj kept his word. September
saw the establishment of six Hindu Schools.
Hindu schools were mushrooming
everywhere. To those who said Maraj was
building cowsheds which were unhealthy and
physically unfit for children to be educated,
he declared, "It is better to have a child receive
an education in a cowshed than none at all".
He was elected to the Legislative Council in
1950, founded the People's Democratic Party,
and later merged it into the Democratic Labour
Party, which he led between 1958 and 1960
(when he lost control of the party to Rudranath
Capildeo). Maraj continued to be active in
politics until his death, often opposing
Capildeo and other members of the DLP. After
Capildeo's Chaguanas seat was declared
vacant in 1967, Maraj won the seat in a byelection boycotted by the DLP.
31
32
Feature
Leading in the
Information Age
By Atiba Phillips, Principal Consultant, INFOCOMM Technologies Ltd.
ver the last 30 years the world has

seen one of the most significant
shifts in human history - the shift
from the industrial to the
information economy. Like the
shifts before it from feudal to mercantilist,
and from mercantilist to industrial this latest
shift has brought with it a sea change in terms
of access to knowledge and information, in
terms of what is valued as capital, how
economic activity is structured and has
impacted the basis of competition between
nations.
This global information and knowledge society

has been driven by the democratisation of the
internet and the proliferation of computers, the
Cloud and mobile telephony. These
developments have profoundly changed how
we conduct almost every activity in our daily
social and business activities. Equally notable
has been the steady decrease in the cost of
computer hardware, mobile communication
devices and broadband connectivity, not only
for government and big business, but more
importantly for Small & Medium Enterprises
(SMEs) and individuals. The result has been
a paradigm shift in the way that communication
between entities (individuals, businesses,
governments) occurs and in the manner in
which information is disseminated, accessed,
manipulated and consumed. This shift has
even a profound impact on social culture and
introduced a multitude of new terms to the
technology, management and business jargon,
both in the academic and casual usages.
However, many leaders of public and private
sector institutions, from middle management
to top level executives, are not fully aware of
the strategic opportunities that the current ICT
paradigm presents. New ICT-enabled
frameworks allow for the re-thinking of the
b o r d e r s o f t h e o rg a n i z a t i o n , t h e
revolutionisation of business models (think
Kodak vs. Flickr when last did you go to

a store to print a photo?) and the opportunity
to effect multiple simultaneous transactions
efficiently.
strongly opine. The vicissitudes of the political

process and generally short timeframe in office
has lead politically motivated leaders to shy
away from taking decisions which have long
term implications or impacts which cannot be
When persons in consequential leadership seen within the political timeframe.
positions do not possess a deep understanding
of the technology, or an ability to clearly And so we collectively agree that no one is
communicate how the technology going to decide; to lead. In so doing, we
developments can enable the achievement of collectively make a very definitive decision
organizational goals or a national vision, to court disaster. This cycle must be broken.
sustainable development is put at risk.
The time is now, while we have not yet had
As a case in point, let us look at the issue of such eventualities to face, for business and
natural disasters. The Caribbean knows well national leaders to really think deeply about
the cost of natural disasters, and the years, the priorities for the current and future
sometimes generations that it takes to recover development of our economies and about the
fully from an event (think of the volcano competencies and assets that we must nurture
eruption in Montserrat). Imagine the scale of as a people. We must be led by leaders who
the issue should there be an internet disaster. have applied themselves to understanding the
What systems would we start to try to put in times and can proactively lead our captains
place at that time when, (for e.g.) an external of industry and the state sector to think about
service provider say Google or the Florida- what if? We must begin to understand what
based Network Access Point (NAP of the are the costs of action and the consequences
Americas) - denies service (due to say a of in-action. Leaders must demand that we
natural disaster in the US); and a Regional strategize a proactive response and eventually
Prime Minister is then unable to communicate build capacity to turn these threats into
with his / her Attorney General?
opportunities for growth in the national and
Regional interest.
If we as nations, put our children on ICT
learning platforms, but have no say into the This requirement is squarely in the lap of
platform (i.e. no meaningful understanding leaders, because such issues are not ICT
of the architecture of the internet on which problems. They are not challenges only for
the platform is based, and further no the disaster risk management professionals.
ownership stake at the state level of this basic These are sustainable development issues
infrastructure) - then we court disaster. What which require a bold and informed kind of
if the platform, through no fault or action of leadership to squarely address.
ours becomes unavailable? How do we begin
at that point to think about starting to find a Business Sustainability
solution or an alternative?
We must recognize too that transnational
undersea fiber cables represent market access
ICT managers do not believe it within their highways which make it as easy for a domestic
purview to make those kinds of decisions. consumer to purchase product from a North
Disaster professionals do not feel they know American or UK firm as it is for that same
enough about the strategic ICTs matters to consumer to purchase product from the
Feature
physical retail outlet around the corner. This
means that there is a leak of financial resources
out of our economies, particularly to firms
who do not support our financial system
through taxation, corporate social responsibility
(CSR) initiatives or employment.
will technical connectivity of its islands and

economies play in the vision it has for itself
moving forward. What role will
interconnectivity play in facilitating functional
CARICOM integration? What role will it
play in helping islands coordinate relief efforts
post natural disasters? What role is there for
technology and communication connectivity
in enhancing intra-regional trade? What role
will it play in helping to promote Caribbean
cultural products (music, dance, literature and
design) abroad?
Domestic businesses, on-the other hand, have

not (by and large) taken up the internet
challenge to make their goods and services
available on-line. This places the domestic
private sector at a significant disadvantage in
the global competitive landscape and skews
the benefits of technology development to Fully understanding the impact of the global
extra-Regional, more established, non- change from the industrial society to the
information society will require leaders to
domestic players.
take the time to learn of the implications,
opportunities and threats. It will require
The Regional Mandate
The Region needs to introspect and determine, dedicated State ICT institutions that have
from an informed state, what position and role greater permanence and are less subject to
the political vicissitudes of the day. It will

also require a concerted and collaborative
effort among telecommunications companies,
banks, civil society (including international
groups such as ICANN), traditional businesses
as well as governments to make the change.
Innovative startups which bring to bear
customized applications and platforms which
encourage intra-Regional exchange also have
the potential to make a significant contribution.
Finally this will take a significant dose of
political will. It will require at least one nation
in the Region to lead the way and define and
implement pro-ICT policies at the business
and state levels which the other nations can
follow.
Leaders wanted.
33
34
Feature
What every business person should

know
The Planning and Facilitation of
Development Bill 2013
A Special Select Committee has been
appointed by the Senate of the Parliament
of Trinidad and Tobago to consider and
report on a Bill entitled: An Act relating
to the planning and development of land
and to repeal and replace the Town and
Country Planning Act, Chap. 35:01.
The Bill proposes to, inter alia, repeal and
replace the Town and Country Planning
Act, Chap. 35:01, to establish a new system
for the preparation and approval of
development plans, and a new system for
obtaining planning and development
approvals.
Trade and Investment Convention 2014

The Trade & Investment Convention (TIC)
is a Business-to-Business Forum which will
take place at the Centre of Excellence in
Macoya, Trinidad over July 2-5, 2014. The
theme of this years TIC is Creating
Opportunities, Driving Growth and will
focus on this countrys innovative and robust
manufacturing sector.
TIC 2014 is hosted by The Trinidad and
Tobago Manufacturers Association and is
sponsored by the Ministry of Trade,

Industry and Investment,
Telecommunications Services of Trinidad
& Tobago and First Citizens. The
convention will bring together
manufacturers, service providers, buyers,
distributors, financial institutions, investors
and regulatory agencies responsible for
trade.
For further information please contact the
TIC Secretariat at 1-868-675-8862.
Alternatively you may contact the
Secretariat via ticsales@ttma.com or
ticbuyers@ttma.com .
Expo Jamaica 2014
JAMPRO, the Government of Jamaicas
trade and investment promotion agency,
in collaboration with the Jamaica
Manufacturers Association (JMA) and
the Jamaica Exporters Association (JEA)
is visitors to Expo Jamaica April 3 6,
2014 at the National Arena, Kingston.
Two hundred Jamaican companies,
showcasing over 2000 products will be
represented, encompassing the product
categories: Food and Beverage, Chemicals,
Cosmetics, Pharmaceuticals, Electronics,
Electrical & Automotive, Fashion,

Furniture and Bedding, Information,
Technology and Communication, Art and
Craft, Jewellery, Minerals and Metal,
Printing, Packaging and Labelling, Textile
and Apparel along with Financial and
Business Services.
Buyers from all countries are invited to
participate and registration is free to them.
All buyers will be facilitated by JAMPRO
in the Buyer Hosting Programme.
Registration and further details on Expo
Jamaica are available on the expo website
www.expojamaica.com.jm, you may also
follow on twitter at www.twitter.com/
expojamaica , become a fan on facebook
at www.facebook.com/expojamaica or
connect through LinkedIn at
http://www.linkedin.com/company/3214
325.
Should there be any queries you may
contact JAMPROs Buyer Recruitment
Coordinator, Ms. Janene Hibbert at
jhibbert@jamprocorp.com or tel. number
(876) 978-7755 ext. 2067.
SERVING THE CARIBBEAN
An Approved Mediation Agency registered with the Mediation Board of Trinidad & Tobago
The Provider of Choice for Professional Mediation & Arbitration Services:

Corporate, Commercial, Construction, Engineering, Medical Negligence,
Personal Injury, Intellectual Property, Human& Industrial Relations,
Insurance, Debt Recovery, Sport, Land, Estate & Family Business Disputes
For more information contact: THE DISPUTE RESOLUTION CENTRE, Ground Floor,
Trinidad and Tobago Chamber of Industry and Commerce Building, Columbus Circle, Westmoorings.
Tel: (868) 632 4051 or 637 6966 Fax: (868) 632 4046 or 637 7425 E-mail: drc@chamber.org.tt
Feature
The Boissiere House
ocated at 12 Queens Park West, Port

of Spain, the Boissiere House was
the first Grand City Home on the
western edge of Paradise Park
(Queens P ark Savannah) was built during the
time of the Arts and Crafts Movement in
Architecture. The building also has Victorian
traditional detailing, an abundance of intricate
Courtesy Citizens for Conservation
fretwork and a unique roofline of gables,

turrets and dormers. It is this lace-like
detailing that has lead to it being affectionately
known as The Gingerbread house. Because
of this mix of styles and influences the
building represents architecture that is truly
Trinidadian, reflecting our unique mixed
heritage. It holds both architectural and
historic value for all Trinidadians and

Tobagonians and is considered an important
Cultural Heritage site.
The House was constructed in 1904 and was
designed for Charles Ernest Boissiere by
Architect Edward Bowen who was a close
friend of the family. Charles was a descendent
of the De Boissiere family and a prominent
businessman.
The house was recently purchased by Junior
Sammy and his family. It is being sensitively
rehabilitated with no change to the original
design of the House.
35
Finance & Economy
36
Right Fit for the Moderate Investor

very investor is unique, often facing
varied circumstances and financial
situations. Even with such a high
degree of individuality, we all
exhibit some collection of characteristics that
make us common to each other. In this way,
investors typically fall into one of three broad
risk/return profiles Conservative, Moderate
or Aggressive. This article takes the middle
ground, so to speak, focusing on the Moderate
investor and a portfolio mix well-suited for
this investor type.
In brief, we can define different investor types

as follows:
we look at the other factors behind this type

of portfolio allocation. The time horizon for
this investor varies, but generally falls within
a range of 10 to 20 years. A longer investing
time span allows the investor and his portfolio
to bear higher levels of capital fluctuation,
with there being more recovery time for
the portfolios investments.
The tolerance for risk is higher than the
Conservative investor. For example, the
Moderate investor may be comfortable with
a 10% short-term drop in the value of his
assets, knowing that the investment time
horizon is sufficiently long for potential
recovery. Personal investment experience
determines which types of asset classes the
client may be comfortable with holding in
his portfolio.
The Conservative/Risk-Averse Investor

This investors main investment objective is
preservation of capital and generation of
income, with limited focus on capital
appreciation.
Less experience in investing typically leads
clients to be comfortable with more popular
The Moderate Investor/ Risk-Neutral classes of assets such as equities and bonds,
Investor
whereas more sophisticated investors are
This investor is prepared to generate moderate willing to include commodity and alternative
returns with a reasonable level of risk, investments in their portfolios. The moderate
focusing more on capital appreciation but investor tends to stick more closely to equities
also income generation.
and bonds, with a higher allocation toward
equities.
The Aggressive Investor/ Risk-Tolerant
This investor is willing to take a high level Finally, the overall financial situation of the
of risk. The focus for this investor class is moderate investor is also quite varied. One
almost exclusively capital appreciation, with common theme across all moderate investors
the willingness to take concentrated portfolio however, is that their investment portfolios
positions to achieve this objective. can be left invested for a reasonably long
period with generally predictable cash flows
When choosing how to invest, you should and without significant capital withdrawals.
always consider five (5) factors, namely your In other words, the moderate investor does
investment objectives, investing time horizon, not rely exclusively on the investment
tolerance for risk, personal investment portfolio for meeting living expenses and
experience and overall financial situation. other financial commitment.
Having taken all of this into account, you
should now be in a better position to determine If you fit this profile, read on
the types of investments best suited for your
specific goals and objectives.
The Moderate Portfolio
As part of our investment themes for 2014,
Profile of the Moderate Investor we proposed the following guidelines as seen
Having described broadly the investment in Table 1 given local market conditions and
objectives of the Moderate investor above, the international outlook.
TABLE 1
2014: Bourses Themes for the Trinidad
and Tobago Investor
1. Target Positive Inflation Adjusted
Returns
2. Lengthen your Investment Horizon
3. Diversify across Currencies
4. Diversify across Asset Classes
We present our perspective on what a typical
asset allocation for a moderate portfolio could
look like in Exhibit 1. This allocation is
appropriate for investors willing to accept
modest risk to gain higher long-term returns.
The asset allocation in the moderate portfolio

reflects a tempered risk appetite for the reasons
mentioned earlier. The suggested portfolio
mix for the moderate investor typically
maintains a balanced asset allocation to
preserve capital while generating long-term
capital appreciation. In this portfolio, 45% is
allocated to bonds, 50% to equities and 5%
in cash. The fixed income investments offer
a predictable investment stream while
preserving capital. For the equities allocation,
the investor can take on more risk by investing
in growth stocks to benefit from both dividend
income and capital appreciation.
Exposure to USD will assist in protecting
against depreciation of the TTD and help to
generate higher returns as yields on the local
market remain depressed. As seen in the
moderate portfolio, USD investments speak
to 50% of the portfolio. A model portfolio
was constructed to reflect the returns an
investor would experience if invested in a
moderate portfolio. This was based on key
local and international indices which were
selected based on meeting the specific
Finance & Economy

performance, volatility and correlation
objectives of a moderate investor.
Based on the returns of indices selected, if
TT$100,000 was invested at the start of 2009,
those funds would have grown by 61.8% by
the end of 2013 to reach a total of $161,839.94.
Clearly, given local market conditions, it makes
eminent sense to expand your investment time
horizons to reap beneficial returns as seen in
Exhibit 2.
CHALLENGES
Investors may not have the time and/or the
necessary knowledge to manage their
investment portfolio efficiently and effectively.
One of the main challenges to realising your
portfolio is access to currency and stock
selection. When looking for someone to assist,
look for a reputable and long standing
investment house such as Bourse, who will be
37
able to execute on the local, regional and affiliates have or may have specific or potential
international fronts on your behalf. conflicts of interest in respect of the security
or the issuer of the security, including those
As illustrated above, the model portfolio would arising from (i) trading or dealing in certain
have outperformed any savings account or securities and acting as an investment advisor;
fixed income product available over the time (ii) holding of securities of the issuer as
period. It is worthwhile noting that results beneficial owner; (iii) having benefitted,
typically vary in uncertain investing benefitting or to benefit from compensation
environments. However, Moderate investors arrangements; (iv) acting as underwriter in
investment time horizon is usually sufficiently any distribution of securities of the issuer in
long to navigate periods of unfavourable the three years immediately preceding this
investment cycles. The key to a successful document; or (v) having direct or indirect
portfolio, then, is asset allocation, security financial or other interest in the security or
selection and diversification.
the issuer of the security. Investors are advised
accordingly. Neither Bourse nor any of its
For more information on these and other subsidiaries, affiliates directors, officers,
investment themes, please contact Bourse employees, representatives or agents, accepts
Securities Limited, at 628-9100, email us at any liability whatsoever for any direct, indirect
Research@boursefinancial.com or visit us at or consequential losses arising from the use
any one of our three offices located in Port- of this document or its contents or reliance
of-Spain, Chaguanas and San Fernando. on the information contained herein. Bourse
Investors can also visit our website at does not guarantee the accuracy or
www.bourseinvestment.com or Bourse completeness of the information in this
Securities Limited Facebook page. document, which may have been obtained
This document has been prepared by Bourse from or is based upon trade and statistical
Securities Limited, (Bourse), for information services or other third party sources. The
purposes only. Any trade in securities information in this document is not intended
recommended herein is done subject to the to predict actual results and no assurances are
fact that Bourse, its subsidiaries and/or given with respect thereto.
40
Finance & Economy
Economic and Financial Statistics

Trinidad and Tobago
Table 1: Real GDP Growth Rates
INDICATOR
Year on Year Per cent Change

QIII- 13p
QII- 13
QI-13
QIV-12
QIII-12
QII-12
TOTAL
-0.5
2.3
2.3
1.1
1.6
-2.8
Energy GDP
-4.1
1.8
0.5
0.0
0.6
-7.3
Petrochemicals
-8.0
-9.3
-2.6
-7.5
-6.4
-5.3
Other Petroleum
-3.6
3.3
0.9
0.9
1.5
-7.5
Non Energy GDP
1.9
2.6
3.6
1.9
2.3
0.6
Construction
3.0
3.5
3.0
2.3
1.3
-3.5
-4.2
Manufacturing
-0.0
4.6
2.9
0.7
0.9
Distribution
1.5
2.2
0.5
4.6
2.0
2.1
Agriculture
1.9
2.0
3.5
1.9
1.1
-9.4
Source: Summary of Economic Indicators September 2013, Central Bank of Trinidad and Tobago
P: Preliminary Estimates
Table 2:Labour Market

Percent Change From
Labour Force
(000s of persons)
Latest Period
Latest Value
Previous Quarter
Previous 6 months
Non Institutional Population
QIII-12
1,017.9
0.3
0.8
Previous Year
1.1
Labour Force
QIII-12
631.5
0.7
1.3
3.6
Employment
QIII-12
600.9
0.7
1.9
4.0
Petroleum
QIII-12
20.9
0.0
-4.6
2.0
Manufacturing
QIII-12
50.2
8.4
7.7
2.7
Agriculture
QIII-12
23.9
22.6
7.7
11.7
Construction
QIII-12
99.0
-1.6
-0.5
0.6
Services
QIII-12
405.1
-0.5
1.6
4.5
Source: Summary of Economic Indicators September 2013, Central Bank of Trinidad and Tobago
Regional Indicators
Real GDP
Year-on-Year Per cent Change

QIII-13
QII-13
QI-13
QIV-12
QIII-12
QII-12
Barbados
ND
-0.7
-0.4
-0.2
-0.8
-1.3
Jamaica
ND
-0.1
-1.3
-1.2
-0.3
-0.1
Caribbean
Source: Central Bank of Trinidad and Tobago, Central Bank of Barbados, Statistical Institute of Jamaica
International Indicators
Year-on-Year Per cent Change
QIII-13
QII-13
QI-13
QIV-12
QIII-12
QII-12
Brazil
2.2
3.3
1.8
1.8
0.9
0.6
India
4.8
4.4
4.8
4.5
5.3
5.5
China
7.8
7.5
7.7
7.9
7.4
7.6
Sourced from Bloomberg by Central Bank of Trinidad and Tobago
Table 2: 2013 Index of Economic Freedom World Rankings

WORLD RANK
COUNTRY
OVERALL SCORE
PROPERTY RIGHTS
FREEDOM FROM
GOVERNMENT
BUSINESS
INVESTMENT
CORRUPTION
SPENDING
FREEDOM
FREEDOM
Hong Kong
89.3
90.0
84.0
88.9
98.9
90.0
Singapore
88.0
90.0
92.0
91.3
97.1
75.0
Australia
82.6
90.0
88.0
62.8
95.5
80.0
New Zealand
81.4
95.0
95.0
33.2
99.9
80.0
Switzerland
81.0
90.0
88.0
63.8
75.8
80.0
Canada
79.4
90.0
87.0
44.8
91.7
75.0
Chile
79.0
90.0
72.0
83.7
70.5
85.0
Mauritius
76.9
70.0
51.0
81.9
78.2
90.0
Denmark
76.1
90.0
94.0
5.9
98.4
85.0
10
United States
76.0
85.0
71.0
47.8
90.5
70.0
Source - Index of Economic Freedom www.heritage.org

42
Finance & Economy
Economic Outlook
Inflation
Core inflation reduced from 2.9 per cent in September to 1.9 per
cent in October 2013 and is expected to remain stable for the
rest of the year. Food inflation rose slightly to 3.7 per cent in
October 2013 from 3.0 per cent in September 2013. In the twelve
months to October 2013, headline inflation decelerated to 2.7
per cent from 3.0 per cent in September and 5.1 per cent in
August 2013.
Monetary Policy
Liquidity levels in the banking system remain high and business
lending contracted for the tenth consecutive month in September
2013. The Central Bank continues to maintain the Repo rate
at 2.75 percent.
Consumer lending increased by almost 6.0 per cent in September
2013, slightly lower than the 6.3 per cent growth posted in the
previous month but up from 2.3 per cent at the end of 2012.
Business lending, fell by 3.7% in September 2013 compared

with a decline of 5.8 per cent in August 2013 and growth of 1.0
per cent a year earlier. A sectoral examination of commercial
banks business loans showed contractions in lending to the
finance, manufacturing and petroleum sectors.
Energy Sector Performance
Large scale maintenance activity in the natural gas and downstream
industries in September resulted in a sharp contraction of just
over 4.0 per cent (year-on-year) in energy sector activity in the
third quarter of 2013. The fall-off in natural gas production
impacted the entire energy sector, with the production and
exploration, and refining sub-industries contracting by 5.0 per
cent and 2.3 per cent, respectively. With the majority of the
maintenance work completed production in the energy sector is
expected to return to more normal levels in 2014.
Source: Central Bank of Trinidad and Tobago
The Chambers CONTACT with the Chamber radio series

The Chamber's "CONTACT with the
Chamber" radio series is a five minute
programme which airs every Tuesday at
7:25a.m. on the I95.5FM morning show. This
programme is voiced by the CEO of the
Chamber, Catherine Kumar and is one of the
means by which the Chamber communicates
with members and the public at large. The
series focuses on business-oriented subjects,
social responsibility and other issues affecting
our country.
views on matters affecting our community.

They are: Pharmaco Limited for January
and February, and Columbus Business
Solutions for March 2014.
We also open our doors to all members

interested in coming on board as short-term
sponsors of CONTACT with the Chamber,
for packages of one, two or three months.
Sponsorship is at a cost of TT $900.00 per
programme. Your organization will be
credited on I95.5FM and recognized through
The Chamber wishes to thank the most recent other communications produced by the
sponsors of its programme which have made Chamber.
it possible for us to continue expressing our
For more information on sponsorship and

branding opportunities please contact: Malika
Rouff, Members Communications and PR
Officer, Trinidad and Tobago Chamber of
Industry and Commerce Columbus Circle
Westmoorings P.O Box 499 Port of Spain.
Tel: (868) 637-6966 Ext. 289
Fax: (868) 637-7425
Email: mrouff@chamber.org.tt
Website: www.chamber.org.tt
Finance & Economy
43
Year end 2013 review

Local Market Summary
The local equity market for the year ended
December 31, 2013 (YE13) saw both the
Composite and All Trinidad and Tobago
Indices post double digit gains while the Cross
Listed Index closed in negative territory. The
Composite Index increased 11.27 per cent or
120.07 points to end the year at 1,185.05, the
All Trinidad and Tobago Index advanced
17.67 per cent or 299.45 points to 1,993.72
while the Cross Listed Index closed YE13 at
49.43, falling 12.25 per cent or 6.90 points.
In the Fourth Quarter alone (Q413), the
Composite Index and All Trinidad and Tobago
Index rose 3.62 per cent and 5.01 per cent
respectively and the Cross Listed Index lost
2.83 per cent. Overall for 2013, there were
17 stocks advancing and 10 declining.
There was an outstanding increase in volumes

traded on the First Tier Market for YE13. A
total of 97,984,389 shares crossed the floor
of the exchange in 2013 compared to
50,677,836 shares in 2012. This represented
a notable increase of 93.35 per cent. Q413 on
Q412, market activity more than doubled, up
a significant 118.71 per cent from 11,106,179
shares (Q412) to 24,290,021 shares (Q413).
When compared to the previous quarter
(Q313), volumes traded declined 26.73 per
cent from 33,149,828 shares. The value of
shares traded increased 48.04 per cent from
$746,604,401.68 in YE12 to
$1,105,243,367.06 in YE13.
Trinidad Cement Limited (TCL) was the
volume leader with 28.89 per cent of the
market or 28,307,308 shares traded. This was
followed by Jamaica Money Market Brokers
Limited (JMMB) with 16.26 per cent of the
total volume traded or 15,933,570 shares

changing hands. Next was Sagicor Financial
Corporation (SFC) which accounted for 11.41
per cent of all trades with 11,184,882 shares
traded.
at $0.65. The third major decline was Guardian

Holdings Limited (GHL), which fell 24.32
per cent or $4.50 to $14.00.
Dividend Payments
On the TTD Mutual Fund Market, a notable

24,326,842 CLICO Investment Fund (CIF)
shares traded in YE13 valued at
$531,482,831.40. The share price closed
YE13 at $21.99. In addition, 109,215
Praetorian Property Mutual Fund (PPMF)
shares traded with a value of $399,275.90.
PPMFs share price declined 22.83 per cent
or $1.05 in YE13 to close at $3.55.
The top gainer for YE13 was First Citizens
Bank Limited (FIRST), up a noteworthy
82.95 per cent or $18.25 to close at $40.25.
The second major advance was National
Flour Mills Limited (NFM), rising a
commendable 58.33 per cent or $0.35 to
$0.95. TCL was next, registering a 47.65 per Highlights for the Fourth Quarter of 2013
cent gain or $0.71 to end the year at $2.20.
December 2013
Sagicor Financial Corporation (Sagicor
or the Company) announced that the
Company received approval from the
regulatory authorities in the United
Kingdom and the Cayman Islands to sell
Sagicor Europe Limited (''SEL'') and its
subsidiaries, which include Sagicor at
Lloyds Limited (SAL), to a wholly-owned
subsidiary of AmTrust Financial Services,
Inc. SAL is the managing agent of Lloyds
property/casualty insurance syndicate 1206,
with stamp capacity of 200 million, and
life insurance syndicate 44, with stamp
capacity of 7 million. SEL is a Cayman
Islands-domiciled holding company, and
the sale also includes a reinsurance entity
and two Lloyd's corporate members. The
transaction will provide cash proceeds of
86 million to Sagicor, which consists of
56 million purchase price and the release
of 30 million, which supported a Letter
of Credit.
For YE13, Scotia Investments Jamaica
Limited (SIJL) led the declines, down 34.78 Mr. Arthur Lok Jack, Group Chairman of
Guardian Holdings Limited (GHL)
per cent or $0.80 to $1.50. This was followed
confirmed that it has voluntarily applied to
by L.J. Williams B Limited (LJWB) with
the Jamaica Stock Exchange (JSE) to have
a decline of 26.97 per cent or $0.24 to close
44
Finance & Economy
its shares delisted from the JSE pursuant to

Rule 411B. The JSE in turn has approved
GHLs request. The action by GHL was
reached after it undertook a thorough
analysis of the costs and benefits of
maintaining its dual listing on the Trinidad
and Tobago Stock Exchange (TTSE) and
the JSE. This analysis revealed that, trading
activity on the JSE represents less than 1.5%
of the overall trading activity in GHL shares.
As a result of this voluntary move, GHL
closed its register on December 24, 2013
and its shares were delisted on December
31, 2013. Thereafter, Jamaican investors
can continue to trade GHL shares through
the Trinidad and Tobago Stock Exchange,
where its shares will trade as normal.
FirstCaribbean International Bank Limited
informed the Stock Exchange that on
December 13, 2013, the Board of Directors
appointed independent director Mr. David
Ritch OBE, JP as Chairman of the Board.
Mr. Ritch has been a director since 2002.
Mr. Arthur Lok Jack, Chairman, Guardian
Holdings Limited (GHL) announced the
promotion of Mr. Ravi Tewari to the position
of Group Chief Executive Officer effective
January 1, 2014. He will replace Mr. Jeffery
Mack who retired on December 31, 2013.
Fixed Income Market Summary

According to the January 2014 Monetary
Policy Announcement released by the Central
Bank of Trinidad and Tobago (CBTT),
Headline Inflation, on a year on year basis,
accelerated to 5.60 per cent in December
2013, up from 4.40 per cent in November
2013. Core inflation, which excludes the
impact of food prices, remained unchanged
at 2.00 per cent in December 2013.
In December 2013, the yield on the 1-year
Open Market Operations (OMOs) rose
minimally to 0.45 per cent from 0.44 per cent
in November. The Central Bank has
maintained the Repo Rate, the rate at which
it lends to commercial banks, at 2.75 per cent.
Key Rates
Jamaica Market Summary

In Jamaica, the major benchmark, the JSE
Market Index, declined 11,467.67 points or
14.22 per cent to close 2013 at 80,633.55.
Energy Prices
October 2013
55,817,101 Fortress Caribbean Property
Fund Units (CPF) were de-listed from the
Stock Exchange on Monday October 28,
2013. The de-listing order was granted
pursuant to an application for de-listing
made by the Exchange subsequent to the
restructuring of CPF which was approved
by its unit holders at a special meeting held
Global Market Indices
on September 26, 2013.
Jamaica Money Market Brokers Limited
informed the Stock Exchange that Jamaica
Money Market Brokers Limited through
Jamaica Money Market Brokers (Trinidad
and Tobago) Limited (their Trinidadian
holding company) has obtained 100%
ownership of Intercommercial Bank Limited
and Intercommercial Trust & Merchant Bank
Limited (IBL Group), having concluded the
transaction to acquire the remaining 50%
shareholding in those entities on October 3,
2013; making it JMMBs very first
commercial bank. JMMB acquired its initial
50% holding in IBL, in 2005.
A total of 1,388,664,255 shares traded on the

Jamaica Stock Exchange in 2013, a decline of
2.99 per cent when compared to the
1,431,444,731 shares traded in the prior year.
However, Q413 on Q412, trading activity was
up 82.22 per cent from 232,776,057 shares in
Q412 to 424,159,488 shares in Q413.
Comparing Q413 on Q313, the volume of
shares traded increased 34.15 per cent from
316,174,070 shares in Q313. The value of
shares traded for the year under review totalled
J$14,208,550,949.22, a decline of 22.34 per
cent from 2012s total of J$18,295,157,465.46.
The volume leader was LIME with
211,053,549 shares traded or 15.20 per cent
of the market. Caribbean Cement Company
Limited (CCC) was the major advance for the
year, up 250.00 per cent or J$2.50 to J$3.50
followed by Hardware & Lumber (HL), which
saw an increase of 79.41 per cent or J$2.70 to
J$6.10. Next was Ciboney Group Limited
(CBNY), advancing 66.67 per cent or J$0.02
to end the year at J$0.05. The major decline
for the year was Radio Jamaica Limited (RJR),
which fell 34.67 per cent or J$0.69 to J$1.30.
Seprod Limited (SEP) was next in line down
32.26 per cent or J$5.00 to J$10.50. Following
was Berger Paints Limited (BRG), which
registered a 31.64 per cent drop or J$0.81 to
J$1.75.
46
Energy Update
Energy Outlook for

T&T in 2014
By David Renwick, Energy Journalist HBM (Gold)
ill 2014 be one of the busiest this his priority since his accession to office
for the energy sector in over in 2011. Last available statistics show that
30 years?
average crude oil yield was 67,660 b/d in 2013
compared with 69,062 b/d in 2012. (The rest
That's what Energy and Energy Affairs of liquids output is made up of condensate,
Minister, Kevin Christian Ramnarine, claims the light oil that comes with the delivery of
but his words will only bear fruit if all the rich gas).
initiatives that should be undertaken actually
come to pass.
Analysts are well aware that, though oil
production has been declining, this does not
That would, for example, include the 14 mean there is less oil to be found. On the
exploration wells which the minister says are contrary, Trinidad (if not Tobago) is full of
expected to be drilled by the eight rigs that crude resources, in the form of left-behind
were operating in Trinidad and Tobago waters oil in existing reservoirs and crude of an
at the start of the year. He did not mention it American Petroleum Institute (API) gravity
but other rigs are assumed to be active on of 18 degrees or less, known as heavy oil.
land as well, with state-owned integrated oil
company, Petrotrin, for one, supposed to be Trinidad contains billions of barrels of both
launching its own exploratory effort based on types but neither has been pursued with any
the results of its 312 sq km 3D seismic shot aggressiveness over the decades.
in 2011.
While development drilling for conventional
Though no drilling will commence this year, medium to light oil reserves proceeds in
the award of the three large land blocks offered 2014, - and this should logically include
by the Ministry in 2013, should help to re- development of the small oil pools for which
focus attention on Trinidad's onshore province, tax incentives were awarded in the 2012-2013
likely to be the main contributor, along with national budget greater attention needs to
Trinmar in the Gulf of Paria, in helping reverse be devoted to both left behind crude in
the calamitous decline in crude oil production existing reservoirs and heavy oil.
over the last 35 years.
Both will be more costly to access, it is true,
In the short-to-medium term, any production but the country can not let two potentially
reversal will require more development valuable sources of crude simply go to waste,
drilling, since exploratory wells, if successful, year after year. Minister Ramnarine's plan for
only start to yield oil several years thereafter. a pipeline to carry CO2 emissions from the
Judging by the word from Petrotrin and the Point Lisas Industrial Estate, to the oilfields
host of individual operators known as the of southern Trinidad, in order to lift some of
Independents, scores of such wells should be that left behind crude, should be speedily
sunk during the course of 2014.
moved forward in the course of the year.
What the effect on overall crude output will
be is unpredictable. Suffice it to say that oil
production has been stubbornly resistant to
any increase, despite Ramnarine having made
While any additional oil will add to existing

reserves, it is important to know exactly what
those reserves are at the present time. The
US's Netherland, Sewell and Associates was
hired in 2011 to update the country's proven,

probable and possible reserves, as the Ryder
Scott Company does every year with gas
reserves. My understanding is that the Ministry
did not consider its report comprehensive
enough and Netherland Sewell was asked to
go back and revise it. That revision must be
completed, and presented to the public, this
year.
The asset integrity work on offshore gas
platforms that has affected production over
the last three years, is now said to be
completed and Ramnarine has predicted that
2014 is expected to be the best year for
natural gas production since 2010, when it
averaged 4,319 million cubic feet a day
(mmcfd).
bpTT, the main culprit in the gas shortfall
will be making amends in 2014 with a major
contribution from its very productive
Savonette platform, which will be capable of
delivering 900 mmcfd once its well 7 is
completed.
Ramnarine wants crude oil output to recover
as quickly as it can, not only because it means
that the Petrotrin refinery will be able to
receive more lower-cost domestic input but
because the tax take from crude is higher than
that from gas.
From a country perspective, he says, we
calculate at the Ministry that for every 10,000
b/d increase in oil production, we will be able
to give to the Minister of Finance anywhere
from TT $1.5-2 billion, which is even a
conservative estimate because its based on
an oil price of US $80 a barrel. But the
Minister recognises the crucial development
benefit of natural gas, which has underpinned
the country's highly-successful gas-based
downstream heavy industrial programme over
47
Energy Update
the years. It is from this perspective that the
Ministry has engaged consultants to draw up
a natural gas master plan for the use of gas
reserves up to the year 2024.
So far, Trinidad and Tobago's gas has been
primarily monetised through investment in
industries like methanol and ammonia, in
power generation and in the export of liquefied
natural gas (LNG).
It will be interesting to see what the
recommendations of the consultants turn out
to be in relation to the expansion of the LNG
industry, since that is clearly a potential
growth area, perhaps more so than even
domestic gas-related industry.
Even taking into account the threat the United
States as a future LNG exporter could pose
to Trinidad and Tobago's LNG trade, I would
expect the consultants to identify the markets
where this country could still be competitive,
in particular the emerging Caribbean market
for small and medium-sized cargoes.
The government gave the green light at the
end of 2013 for the first such initiative to
move forward the proposal from the UK's
Gasfin Development SA for a 500,000 tonnea-year train at La Brea, fed by around 70
mmcfd of gas.
Domestic gas aggregator, the National Gas
Company. (NGC) and its industry-promoting
subsidiary, National Energy Corporation, are
closely involved in this ground-breaking
project and it needs to be expedited as rapidly
as possible in 2014.
Gas marketing, of course, has to be

accompanied by gas discovery and
development for the whole process to be
sustainable. Most of the exploratory drilling
referred to above is targeting gas but there is
also a development imperative and in that
category I put the gas lying cross-border
between Trinidad and Tobago and Venezuela
in the Manatee and Loran reservoirs, 2.7
trillion cubic feet (tcf) of it on the Trinidad
and Tobago side.
two countries as one that could lend itself to

joint seismic surveys and joint exploration,
if feasible. Block 3b, adjoining 4b to the
south, where Anadarko sank a well in 2008,
could also be in the frame.
Suffice it to say that the Minister has declared

his firm intention of wanting to mop up all
the open acreage that remains in shallow and
average water. Ramnarine can not escape
having to pay special attention to State-owned
crude oil/gas producer/refiner Petrotrin in
The total unitised amount of gas is about 10 2014. Indeed, he has publicly said that careful
tcf and both governments have agreed to consideration has to be given to Petrotrin's
develop it jointly but up to the end of 2013 future.
no operator to take charge of that process had
been appointed.
Last year's oil spills for which the company
has to take some responsibility, and which
If it has not yet happened, that operator must caused great discomfort to the residents on
be selected as soon as possible, so development the south west coast of Trinidad who were
work relating to the recovery of cross border obliged to feel its deleterious effects, were
gas can proceed well before the end of 2014. bad enough but the State company has several
other problems on its hands. These include
One of Ramnarine's achievements as Minister the losses at its refinery, its only real moneyhas been annual offerings of exploratory making activity along with its gas sales and
acreage and 2014 is expected to be no different its hot-and-cold attitude to its joint venture
in that regard.
partners in oil-winning efforts on land, who
it loves one minute but is then accused of
He has already spoken of another auction of undermining the next.
blocks in the shallow and average water areas
around the country. The last such was in 2010, It has blamed its refinery losses on competition
when his predecessor, Carolyn Seepersad- from Gulf Coast refineries that use lowerBachan, was Minister. Out of that resulted priced shale oil and have cut their processing
successful bids for blocks NCMA 2 (Niko costs by utilising even cheaper shale gas but
Resources and RWE Dea AG), NCMA 3 many analysts don't buy that.
(Niko Resources), NCMA 4 (Centrica Energy)
and 4b (Niko Resources).
They say, it is its own refinery costs that are
responsible for Petrotrin's uncompetitiveness
BG International's bid for block 5d was initially but the company has not succeeded, so far,
regarded as inadequate but this was resolved in reducing those to any great extent, despite
after further negotiations and it was eventually the efforts of consultants Shell Global
awarded the block.
Solutions.
Its significance lies not only in the fact that

it will capture a whole new market for gas
but will enable Trinidad and Tobago as a
country to insert itself in the LNG value chain In other words, that was a very successful Trinidad and Tobago must have a refinery to
for the first time (hitherto, only international block auction and it is to be hoped that a ensure energy security for its citizens. The
companies operating locally have done so). similar exercise in 2014 will turn out likewise. country certainly does not want to be in the
situation that faces almost every other
The reason for speed in this matter is that Which pieces of acreage will be chosen for CARICOM country of constantly scanning
others are also eyeing the regional market, offer this year were unknown at the time of the skyline every month, awaiting the arrival
where utilities are desperately keen to reduce writing but Minister Ramnarine has hinted of a tanker-full of refined products.
the cost of electricity by substituting gas for that they might include the South Marine block
high-priced heavy fuel oil and diesel. off the south coast of Trinidad and, possibly, By the same token, however, it sees no reason
The US is also examining the potential of the block 21, north west of Tobago right up against why that refinery can't be efficiently run and
market and so is Colombia but if Trinidad the maritime boundary line with Grenada. we shall see what the Minister intends to do
and Tobago can gain the first mover That block is actually mentioned by name in about that in 2014, the last full year before
advantage, it should thereafter be unassailable. the framework energy agreement between the his term in office expires.
48
Energy Update
Energy Statistics
In this FIRST quarter issue of CONTACT for 2014, we continue our evaluation of the current statistical data arising from Trinidad and
Tobagos prosperous energy sector. We place special emphasis on crude oil, and natural gas production under both time-series and crosssectional circumstances.
Table E.1 Crude Oil Production by Companies for September
2012 to November 2012 and September 2013 to November 2013
(Barrels of per day)
Company
September October
2012
BG
REPSOL
BPTT
2012
November September October November

2012
2013
2013
Table E.3 Natural Gas Utilization by Sector for September

(mmscf/d)
Sector
2013
562
295
991
168
644
951
11,044
11,882
10,386
12,168
13,106
11,112
Power Generation
Manufacture
6,012
6,182
8,246
9,278
10,336
8,900
20,865
21,207
22,377
22,461
22,392
1,994
2,131
2,163
1,359
1,527
1,383
Refinery
EOG
2,299
2,347
516
1,638
1,667
1,499
Iron & Steel
BHP
12,353
12,206
11,793
9,859
9,754
9,406
366
451
454
369
332
382
13,697
13,523
13,762
13,326
13,255
13,457
652
643
578
TRINITY
514
489
590
BGCB
805
1,121
852
1,147
1,180
NHETT
84
96
76
77
90
BAYF
TEPGL
PRIMERA
PETROTRIN
TEPL
July
August
June
July
August
2012
2012
2013
2013
2013
310
316
304
301
319
307
515
432
538
406
523
549
494
363
530
429
605
587
66
62
36
68
65
79
95
107
98
72
90
118
13
Ammonia
20,189
TRINMAR
June
2012
Methanol
Manufacture
Manufacture
Cement
Manufacture
14
13
13
12
Ammonia Derivatives
25
21
22
15
16
19
Small Consumers
12
24
23
26
27
26
1,031
Gas Processing
27
12
11
11
10
11
86
Liquified Natural
141
136
137
108
124
128
Gas (LNG)
1,852
1,990
2,283
1,761
2,314
1,933
PETROTRIN (FO)
1,201
1,151
1,090
912
889
811
TOTAL
3,409
3,339
3,854
3,101
3,982
3,642
PETROTRIN (LO)
5,396
5,922
5,953
6,368
6,464
5,983
413
399
406
917
882
857
NMHERL
PETROTRIN (IPSC)
TED
213
337
219
410
273
348
LAND SUBTOTAL
22,108
22,804
22,736
23,230
23,226
22,651
MARINE SUBTOTAL
55,179
56,733
56,111
57,910
60,411
56,568
TOTAL
77,288
79,537
78,847
81,140
83,638
79,220
MORA
Source: Ministry of Energy and Energy Industries, Vol. 49 Nos 1-12 &
Vol. 50 No. 1-11
Source: Ministry of Energy and Energy Industries, Vol. 49 No. 1-12

Vol. 50 Nos 1-11
*Figures in red are preliminary
Table E.4 - Ammonia Production for September 2012 to

November 2012 and September 2013 to November 2013 (Tonnes)
Company
2012
Table E.2 Natural Gas Production by Company for September

(mmscf/d)
2012
BPTT
TRINMAR
PETROTRIN
2012

2012
2013
2013
2013
1,832
2,010
2,386
1,891
2,251
2,079
16
13
15
23
14
14
EOG
601
572
370
496
563
552
BG
779
592
928
551
952
802
BHP
442
423
410
403
385
398
33
32
35
30
27
27
3,707
3,645
4,148
3,398
4,197
3877
REPSOL
TOTAL

Vol. 50 Nos 1-11
*Figures in red are preliminary
2012
2013
2013
2013
20,649
9,368
13,999
20,552
21,332
TRINGEN 1
23,372
26,918
33,911
32,705
35,911
35,585
TRINGEN 2
40,325
40,325
26,049
4,747
41,271
20,734
141,805
124,476
160,990
98,567
179,245
170,810
42,103
POINT LISAS
NITROGEN
34,653
22,267
55,170
56,307
CNC
51,545
7,903
46,943
41,884
40,579
5,496
NITROGEN 2000
31,246
50,927
42,294
42,121
49,134
45,950
AUM-NH3
September October
2012
YARA
PCS NITROGEN
Company
September October November September October November
TOTAL
1,346
1,346
13,677
2,269
344,941
344,941
360,130
290,999
387,255
364,218

Vol. 50 No. 1-11
Table E.5 - Ammonia Export for September 2012 to November

2012 and September 2013 to November 2013 (Tonnes)
Company

2012
2012
2013
2013
2013
2013
YARA
21,001
24,675
9,621
11,819
TRINGEN 1
16,614
34,775
24,672
23,599
43,134
43,693
TRINGEN 2
48,950
20,223
44,559
20,151
18,706
115,051
84,950
170,066
116,790
89,872
120,265
NITROGEN
17,504
23,400
35,738
72,676
77,021
39,044
CNC
20,000
45,670
40,760
28,610
45,616
6,958
NITROGEN 2000
19,902
78,013
67,442
20,397
46,738
45,739
PCS NITROGEN
36,826
POINT LISAS
AUM-NH3
TOTAL
259,022
311,706
383,237
271,692
334,351
311,232

Vol. 50 No. 1-11
Energy Update
Energy Statistics
Table E.6 - Methanol Production for September 2012 to
November 2012 and September 2013 to November (Tonnes)
Company
September October
2012
TTMC I
2012
Chart E.2 Natural Gas Production by Company (mmscf/d)

2012
2013
2013
2013
8,092
11,780
30,104
26,752
29,379
9.004
CMC
36,403
34,528
39,071
26,964
48,805
43,754
TTMC II
46,066
39,681
37,913
43,817
43,818
42,521
MIV
45,706
16,054
43,752
46,269
52,181
49,019
TITAN
63,376
64,933
52,911
51,991
71,818
ATLAS
118,361
17,625
118,604
133,667
150,096
140,803
M5000
104,314
117,166
119,141
80,796
164,139
158,687
TOTAL
422,318
301,767
441,496
358,264
540,409
515,606
Source: Ministry of Energy and Energy Industries, Vol. 49 No. 1-12 &
Vol. 50 No. 1-11
Table E.7 - Methanol Exports for September 2012 to November

2012and September 2013 to November 2013 (Tonnes)
Company

2012
TTMC I
2012
2012
2013
2013
2013
3,711
12,569
23,471
622
209,496
201,496
226,576
189,918
213,490
256,797
5,085
26,788
23,307
40,361
TITAN
56,192
99,327
38,965
23,157
17,475
93,770
ATLAS
148,422
26,228
94,506
113,326
152,248
147,815
M5000
28,946
26,613
80,796
82,127
28,357
TOTAL
451,852
340,099
410,132
434,606
488,647
567,100
CMC
Chart E.3 Natural Gas Utilisation by Sector (mmscf/d)
TTMC II
MIV
Source: Ministry of Energy and Energy Industries, Vol 49 No. 1-12 &
Vol. 50 No. 1-11
Table E.8 - UREA Production and Exports for September 2012

to November 2012 and September 2013 to November 2013
(Tonnes)
Chart E.4 Ammonia Production (Tonnes)
PCS NITROGEN (Tonnes)

PERIOD
Production
Exports
September 2012
45,112
45,994
October 2012
48,013
30,837
November 2012
33,212
30,406
September 2013
41,427
28,418
October 2013
39,870
20,033
November 2013
33,377
53,535
Source: Ministry of Energy and Energy Industries, Vol. 49 No. 1-12 &
Vol. 50 No. 1-11
Chart E.1 - Crude Oil Production by Companies (barrels per

day)
Chart E.5 Ammonia Export (Tonnes)
49
50
Energy Update
Energy Statistics
Chart E.6 Methanol Production (Tonnes)
Chart E.8 (a) Urea Production (Tonnes)
Chart E.7 Methanol Exports (Tonnes)
Chart E.8 (b) Urea Exports (Tonnes)
Corporate Social Responsibility

The Corporate Social Responsibility (CSR)
Committee was established in November 2007
as one of the Chambers special focus
committees providing support and assistance
in areas relevant to its members. The
Committees mission is to build a platform
for learning, advocacy and technical assistance
that enables every business to be an active
partner in creating a socially and
environmentally sustainable Trinidad and
Tobago.
The Committees mandate is to serve the

learning needs of its members, as well as to
provide advocacy and technical assistance
using practical, realistic and adapted
approaches that enable these organisations
and individuals to maximise the efficiency
and effectiveness with which they undertake
CSR activities. This approach encompasses
working not only with members, but engaging
other Chambers, civil society, public sector
and international organizations.
Corporate Social Responsibility is a

commitment by companies to contribute to
sustainable development by working with
employees, their families, other organisations,
communities, government, and the society at
large, to improve the quality of life and the
environment in ways that are good for both
business and social development.
Objectives:
Learning
The CSR Committee provides members and
other stakeholders with access to relevant
CSR related course materials to assist in
developing an understanding and appreciation
of CSR, both conceptually and in practice.
This enables members to better incorporate
CSR into their organisations and foster

more responsible business practices.
Advocacy
The CSR Committee provides a forum for
advocacy with key stakeholders to
facilitate an enabling environment that
encourages private sector investment in
CSR related activities.
Technical Assistance
The CSR Committee is working with its
members through outreach forums,
workshops and individual meetings to
assist in the implementation of CSR
activities and initiatives that are strategic
in nature, in line with their core business
practices and focused towards sustainable
development.
51
Energy Update
TTEITI Update
TTEITI at crucial juncture
By Victor Hart, Chair, Trinidad and Tobago EITI Steering Committee
Introduction
All countries that are resource rich are
encouraged to implement the Extractive
Industries Transparency Initiative (EITI). The
International Monetary Fund (IMF), in its
Guide on Resource Revenue Transparency,
defines a resource-rich country as one in
which the total average fiscal revenues, or
the total average export proceeds, from the
oil, gas and/or mining sectors, has been at
least 25% over the previous three years. The
IMF recognizes that such countries, being
heavily reliant on the exports of and revenues
from a small number of concentrated, volatile
and non-renewable revenue streams, need to
manage those revenues more carefully to
avoid the economic, social and governmental
distortions and corruption that have occurred
in many resource-rich countries. In the case
of Trinidad and Tobago, the energy sector
contributes approximately 45% of GDP and
80 % of foreign exchange earnings, therefore,
membership of the EITI is a given.
The EITI is a global coalition between
government, extractive companies and civil
society with the objective of promoting
transparency and accountability by companies
and governments involved in extractive
industries (oil, gas and mining). It discloses
to citizens the payments made by companies
to government, independently reconciled with
the governments declared receipts. The
checks and balances of the EITI are essential
tools in ensuring that T&T maximizes its
benefits from the extraction and monetizing
of its natural resources.
Implementation process
When the T&T government committed itself
to implementing the EITI, it agreed to the
following steps in accordance with the EITI
Criteria and the EITI Validation Guide: (a)
Sign up, (b) Preparation, (c) Disclosure, (d)
Dissemination and (e) External validation.
The sign-up or candidacy step began with
an unequivocal public declaration by
government on 8 December 2010 of its
intention to implement the EITI. It committed
to working with the other stakeholders viz.

extractive companies and civil society. It
established a Multi-stakeholder Steering
Committee charged with overseeing the
implementation process. The application for
EITI membership was made on 4 February
2011 and approved with Candidate Country
status on 1 March 2011.
The dissemination step involved the sharing

of the EITI Report with all stakeholders. The
report was widely distributed and workshops
conducted to explain the published figures so
that stakeholders understand the process and
the findings. The Administrator was mandated
to write the Report in simple language so as
to ensure that the general public can easily
understand the findings, conclusions and
recommendations. A section providing
contextual information on the structure and
operation of the oil and gas sectors was also
included.
The preparation step involved the Steering

Committees engagement of government
agencies, extractive companies and civil
society to share knowledge about the EITI,
build capacity, explain the roles of the
respective stakeholders in the implementation The external validation step, which
process and gain commitment.
commenced on 10 January, 2014, sees the
countrys implementation process being
In a Memorandum Of Understanding, signed subjected to a detailed examination and
on June 7, 2013, the stakeholders committed analysis by an independent Validator approved
themselves to work together and agreed on by the EITIs International Board. The aim is
the definition of material payments and the to ascertain if the country is fully compliant
format of the data reporting templates to be with the EITI implementation rules and thus
filled out. Government and the companies qualify for promotion from Candidate Country
committed to ensuring that information status to Compliant Country Status, the highest
submitted was based on properly audited level of membership. If unsuccessful, a country
accounts.
is told what its shortcomings were and given
time to put right the deficiencies.
Also, the government and the participating
companies committed to removing any TTEITIs validation
obstacles to implementation that might be T&T is now at a crucial juncture in its EITI
encountered. A major legal obstacle that implementation and is undergoing the
government had to overcome was the Validation Test. The outcome will determine
confidentiality requirements of the Income if T&T will join 25 other Compliant Countries
Tax Act. The Steering Committee selected an worldwide, including Peru, currently the only
independent EITI Administrator to produce one in the Americas. Three years of hard work
an EITI Report on the payments reported by is being judged by the Validator and the
the selected companies with the corresponding outcome is anxiously awaited. The Validation
receipts reported by government for fiscal year Test is being administered by International
2011 (October 1 2010 to September 30 2011). Petroleum Associates of Norway (IPAN), a
firm contracted through a Central Tenders
The disclosure step required the government Board competitive process. IPAN visited T&T
and the companies to complete the from 13 February 2014 and interviewed the
Administrators Reporting Templates to share Steering Committee members and persons of
data on payments received and made for the their choice from among the three stakeholder
Administrators analysis and reconciliation if groups and examined relevant documents.
discrepancies were found. The EITI Report IPANs Report will be submitted to the EITI
published on 30 September (download at Board and T&T will be advised of its findings
www.tteiti.org.tt) detailed the total payments and decision. We are keeping our fingers
made by companies, disaggregated by crossed as the story of T&Ts EITI
company and payment streams.
implementation continues.
52
Energy Update
Drilling Deep: Putting First Things First

Good governance must follow vision
o get to our destination, we have
to know where we want to go. Its
a simple, straightforward statement,
and a good starting point to look
at the governance of our energy sector. One
of the challenges to greater public participation
in the sector is its complexity. The oil and
gas business brings together geological
science, engineering, technology, macro
economics, government policy and law in an
ever-evolving, sophisticated system. Even for
people within the sector it is difficult to get
the complete picture of its workings.
Thats why the starting point for a conversation
on T&Ts energy sector should be the
fundamentals. Every citizen is more than
capable of asking the fundamental questions
and seeking out the fundamental answers.
What do we want from our energy resources?
What approach should guide us in their use?
What kind of legacy do we want to leave for
future generations? Asking and answering
these basic questions are vital to the proper
governance of the sector. Why? These
fundamentals will be the final measuring stick
against which we can assess the structures
and systems that are put in place, and the
results they achieve. At the dawn of our postIndependence petroleum industry these core
values and aims were put in place, and for
many years they served us well. But that was
half a century ago.
As with any system, there is a very real danger

that over time the energy sector has lost its
clarity of focus; has become trapped in the
details at the expense of the objectives; and
has lost capacity and/or desire for selfassessment and self-improvement.
A simple and easily agreed upon goal for
T&Ts energy sector is maximising the value
of our energy resources for the benefit of
present and future generations. Is that goal
being expressed in our policies? Do we see
it in when and where we choose to explore
and produce? Is it reflected in the agreements
we enter into and the terms of those
agreements? How about in the laws we pass,
the institutions we create and the regulations
we put in place? What about in the use we

make of the revenues generated from the
industry? What about the results we achieve?
Governance should be a laser-like expression
of our fundamental objectives. And if that is
not the case then either the governance
structure or objectives themselves must be reexamined.
From policy to delivery
So what is a proper system of governance? It
is a system in which a clear, consistent path
runs all the way from vision to policy to
oversight, all the way to delivery of desired
objectives. It Includes:
Vision what we want to achieve
Policy the big picture principles by which
all participants orient themselves to meet our
objectives
Legislation/regulations the laws we put in
place and the regulations we develop for
implementing agencies to ensure that we
adhere to the policies
Strategy the decision making process that
allows us to select from a range of options,
making trade-offs in a cohesive manner
Plans an organised approach to implementing
the strategy, including master plans and
subordinate programmes, individual projects
and ongoing operations
By Anthony E Paul
In T&T we do have elements of this type of

governance structure in place. At the national
level there are several oversight entities,
including the President, the Judiciary,
Parliament, the Auditor General, Ministries,
Agencies and Cabinet. In practice however,
policy is almost exclusively in the hands of
Cabinet, which operates relatively free from
interference and is not subject to a robust
system of monitoring and feedback.
This is not to say that some measure of
oversight is not provided for under the
Constitution and laws of the land. But rather,
the approach to oversight being taken is not
proactive. There are several reasons for this,
some of which will be dealt with in future
articles. But this situation is a sure sign of
the growing divide between our objectives
for the energy sector and the systems we have
in place to achieve those objectives.
How is Cabinet making its decisions? How
is it ensuring that the right resources are in
place to implement those decisions? How is
it evaluating the results of its decisions? How
does it determine if a course correction is
necessary?
Operating systems and procedures aligned

with the legal and regulatory framework and
inclusive of contracts, licenses, codes,
standards and measurement and reporting
mechanisms
We need to ask ourselves, do the citizens of

T&T know the answers to these questions?
Do they have a way of finding out these
answers? The answer, unfortunately, is no.
And even if somehow, despite these issues,
we were somehow managing to meet the
objective of maximising value for present
and future generations, the circumstance
would still be unacceptable. Our stake in this
finite resource is too high for the citizenry to
be so far removed from the system under
which it is governed.
Monitoring and feedback the system

should not remain static, it must be
continuously assessed and improved, with
implementing agents accountable and
reporting to regulators, as designated in
legislation and/or regulations. At each stage,
the process must be undertaken by entities
that are effective and efficient, with the
necessary, capacity, powers and accountability.
Bid rounds How do we measure success?

One of the main strengths of our energy sector
is its depth. For a relatively small society our
oil and gas business is remarkably
interconnected and complex. T&T's energy
business begins from when oil and gas are
extracted from the ground. It includes
transportation of the raw materials using
extensive pipeline networks, refining them
53
Energy Update
for a multitude of uses, using them to feed
other industries, transporting them for export,
and even selling them as finished products.
At every stage of this chain new value is
created. And at every stage of the value chain
decisions are made and implemented that
determine the outcomes our energy sector
produces. At every stage we can and should
ask the question, did we make decisions that
match our shared vision for the sector?
How did we determine when and how much
to extract from the ground? How did we go
about negotiating extraction agreements and
selecting providers? Are these resources being
properly developed? Are we efficiently
collecting and maximising revenue? How are
we managing and sharing the revenues we
receive? And finally, are we achieving
sustainable development from these precious,
finite resources. An effective system of
governance ensures that every aspect of the
system is an expression of a clear objective.
With these clear objectives we are able to
better evaluate the governance structure the
laws, the institutions, the strategies, the
activities and everything else, including, most
importantly, the outcome.
An outstanding example of this is how we
plan, conduct and evaluate bid rounds for
potential oil and gas blocks. Are our bid rounds
aligned with our vision for the sector? Are
they a proper manifestation of what we say
we want to achieve? Based on those criteria
can we judge our bid rounds as a success?
In 2013 the Ministry of Energy and Energy
Affairs held an onshore bid round for three
blocks. Following the close of bidding, Energy
Minister Kevin Ramnarine said, the 2013
on shore bid has been a success.
This echoes statements from the Ministry
after the close of its 2012 deepwater bid round,
at that time stating it was the most successful
deepwater bid round in 14 years.
But how do we measure success?
In the upstream energy segment, bid rounds
are auctions that require competitors to make
offers to the government to win the right to
carry out exploration and production activities
in a given area (or block). They are a crucial
area of energy sector policy as they deal
specifically with how and when oil and gas
will be discovered, extracted and utilised. The
way a nation conducts its bid rounds should
tell you a great deal about its intentions for
its energy sector. But bid rounds are not as

simple as conventional auctions. Unlike the
typical auction in which the goal is to get the
highest price for a particular item, a petroleum
bid rounds objective is to achieve the highest
value. And value is (should be) determined
by the priorities of those holding the bid round.
In oil and gas exploration and production there
are several types of value:
Improving geological understanding
providing valuable understanding of the
geology, so that the country has a better handle
on its resource base how much it might have,
where it might be, how easy or difficult (or
expensive) it may be to prove and/or produce.
This is achieved by geological and geophysical
data collection, analysis and interpretation.
In the late 1980s the T&T Government held
a successful bid round (closed to selected
bidders) to understand the petroleum potential
of the onshore cretaceous formations that are
deeper and older than those that have
traditionally been producers. A consortium
led by Exxon conducted extensive exploration
activities which provided a new understanding
of the geology and led to later discoveries in
the Southern Basin.
Increasing reserves to prove new reserves
and, in so doing, increase the worth of the
countrys asset base. This is achieved through
a programme of exploration and appraisal that
includes drilling. By definition, reserves are
only proven when physically tested by drilling.
(Note that a change in the fiscal regime or the
price of oil or gas also influence a change in
reserves, as the definition of proven reserves
requires that their production must be
commercially viable). Other categories of
reserves (potential and possible) can be added
without drilling, but cannot be banked. A
bid round that seeks to increase proven reserves
must therefore include a commitment for
drilling. .The East Coast Block 2 Angostura
Field was discovered as a consequence of one
such bid round, which led to new reserves and
new production.
Increasing production this requires one or
more of drilling of new wells, working over
existing wells, applying new technologies or
practices to enhance recovery from existing
discovered fields, and improving commercial
conditions (including the adjustment of fiscal
terms and market activity, especially in the
case of natural gas, which requires market

access).
Increasing revenue increased production
can lead to increased revenues, provided this
is not entirely offset by tax concessions. In
bid rounds, governments can also require
signature and production bonuses from the
successful bidder. The first deep water bid
round (opened 1996, closed in July 1997)
attracted bids from the leading super majors
and majors, with blocks being awarded to
Exxon (2 blocks), Shell/Agip and a consortium
of Arco/Petrobras/Union Texas. Five of the
nine blocks attracted no bids, yet the
Government was able to raise US $100 million
in signature bonuses, at a time when the
economy was fairly weak. Apart from the
overall goal of hosting a bid round to stimulate
industry activity, as in any auction, success
is measured by the number of bids, quality of
bids and quality of the bidders themselves
(do they have the resources, track record and
expertise to achieve the major country
objective?). And, as in all auctions, the
outcome is conditional on the quality of the
asset (real or perceived) and of the marketing
strategy in promoting the value and quality
of the asset, and in attracting the bidders who
are most interested in accessing these assets
and have the ability to make the most
competitive offer for them.
This brings us once more to the question
what are our objectives and how do these bid
rounds align with them? Why have those in
the recent past been judged successful? The
number of bids received is not the sole or even
the primary determinant of success. Does the
quality of the bids meet our predetermined
hurdles? Do the bidders have the resources to
conduct the activities we want at the proper
standard? Most importantly, do our
policymakers themselves know exactly what
we want to achieve and how to craft bid rounds
to meet their goals? As of this writing, the
Ministry of Energy is still accepting bids for
their 2013 deepwater competitive bid round.
The deadline for submissions is January 31,
2014. It is more than likely that they will make
a statement following the close. Pay attention
to what is said, particularly in regards to the
objectives of the bid round and its success.
Think critically. Question what you are told.
The topic may appear complex but the
fundamental questions are simple. Ask them.
Telecommunications Authority
of Trinidad and Tobago
54
TATT Seeks Enhanced

Mobile Data Services for
Trinidad and Tobago
Mr. Cris Seecheran, Chief Executive Officer
Telecommunications Authority of Trinidad and Tobago
t is about bringing enhanced data services to
the people of Trinidad and Tobago. Fast, secure,
and robust data services that improve the
customer data experience at affordable rates.
Cris Seecheran, Chief Executive Officer,
Telecommunications Authority of Trinidad and Tobago
explains why the new product offering of higher
frequency spectrum in the 700 MHz band.
increased competition. Prime frequency bands,

like the 700 MHz band, will enable either new or
incumbent mobile operators to utilize state-of-theart technologies in the deployment of new networks
and services.
TATT envisages technologies such as Long Term
Evolution (LTE), in the 700 MHz spectrum, to be
utilized, thus opening the door for greatly enhanced
mobile broadband speeds and enhanced services
Mr. Seecheran was speaking to TATTBytes on TATTs to the public.
issuance of a Request for Proposal in order to attract
providers of Enhanced Mobile Data Services via the Do we need it?
following mechanisms:
There is a clear demand.
significant step up from the 2.5G technology (i.e.

Enhanced Data Rates for GSM Evolution (EDGE)).
Since 2012, mobile operators have offered
customers mobile Internet services utilizing both
HSPA+ and EDGE technology.
1. Award Licences for 700 MHz spectrum to

Incumbent Mobile Operator(s) and/or potential
Third Mobile Operator.
2. Potential for award of a Concession to a Third
Mobile Operator.
3. Potential award of Licences for available 850
MHz and 1900 MHz spectrum to a Third Mobile
Operator.
Cris Seecheran explained that in a country with

1.88 million mobile voice subscriptions in 2012, it
is estimated that 22.4% of the mobile population
used mobile Internet services via their phones. As
at December 2012, approximately 422.5 thousand
mobile voice subscriptions were using mobile It is this enhanced performance and increased
Internet services.
national productivity that TATT is trying to bring to
the local market and why it took the decision to
When compared, there were approximately 224.1 make spectrum available to providers in order to
thousand fixed Internet subscriptions versus the facilitate the provision of enhanced data services
approximately 422.5 thousand mobile voice and included the opportunity to further open the
subscriptions over the same period. Fixed mobile market to increased competition.
narrowband Internet subscriptions accounted for
2.9 thousand.
At this stage in the tender process, TATT has
received and responded to clarifications sought by
Even more noteworthy, he stressed, was the jump interested parties who purchased the tender package
in technology with the introduction of High Speed and awaits the closing date for proposals, Tuesday
Packet Access (HSPA+) by the operators in Trinidad 1st April 2014, in order to commence the evaluation
and Tobago. This jump to a basic 4G network has process. It is anticipated that any award(s) arising
paved the way for the provision of services at from the RFP process will be completed by end
broadband mobile Internet access speeds, a September 2014.
Mr. Seecheran explained that there is a current trend,

world over, for higher and more efficient broadband
speeds, especially in the mobile market. In addition
to the above, TATT has been seeking to make
broadband more universal and affordable throughout
Trinidad and Tobago.
It is that demand that guided TATT to take the decision
to make spectrum in the 700 MHz band available to
providers in order to facilitate the provision of
enhanced data services and TATT took the
opportunity to further open the mobile market to
These higher broadband speeds, he added, will

bring improvements in application performance and
enterprise mobility creating a range of benefits:
Increased sales and improved customer service
Improvements in products and services
Productivity gains
Personal and team productivity
Management effectiveness and innovation
Process efficiency and effectiveness
Direct cost reductions
Improved employee motivation
Improved flexibility, agility and decision making
Criteria for student selection

- Each student must:
Be unable financially to pursue further education upon graduation,
Demonstrate potential and a willingness to learn,
Attend all scheduled training sessions, and
Complete a data entry form outlining goals,
skills & identifing areas requiring development.
The Chambers NOVA Committees Jumpstart Programme was
established in 1998 and seeks to assist school-leavers to learn about
the working environment and to access opportunities for employment.
Selected schools and institutions across the country are invited to
nominate graduating students to participate in this highly regarded
youth development programme.
Participating company requirements

- Each company must:
Pay a weekly recommended stipend,
Assign a mentor to the apprentice and
Complete an assessment review at the
end of the apprenticeship.
Further
information
is available on the
Jumpstart Programme from
the Chambers Secretariat
or Cheryl-Lyn Kurban, Project
Assistant at 637-6966 ext 228 or
ckurban@chamber.org.tt
56
The Future of Marketing

By Nadia Salamat-Ali
Programme Director and Lecturer for the International Master of
Strategic Marketing, Arthur Lok Jack Graduate School of Business
ccording to Peter Drucker (1909-2005),

The Practice of Management, the
purpose of business is to create and
keep a customer and the business
enterprise has two and only two basic functions: marketing and innovation. Marketing
and innovation produce results; all the rest are costs.
Marketing is the distinguishing, unique function of
the business." It is an ever-evolving discipline and
today it is like a revolution, a whole lot like the
Industrial Revolution. It builds on the past while
taking advantage of new opportunities. The change
is profound.
Globalisation and the internationalisation of brands,

the fragmentation of consumer segments reflecting
changes in the global media infrastructure, the advent
of consumer-led marketing initiatives, emerging
markets and the move from product to services,
entertainment and experiential marketing, all require
new managerial responses and new theoretical
perspectives. Global competition has placed a
premium on jobs that can improve the likely success
of new products, more effectively target consumers
wants and needs, minimize inventory levels and
reduce the costs of advertising. This is what
marketers and survey researchers are charged to
do. These jobs will be central to success in the 21st
Within the last decade, classic marketing Century economy.
management principles are being challenged by
new developments within the marketing environment. Consumers engagement with products and services
The information revolution has changed the way in are changing, so too are the factors that shape the
which firms use data to understand and manage buying decisions. As a result, the methods marketers
customer demand. The use of credit cards, bank employ to reach consumers must change as well.
and grocery cards, online shopping and customer Traditional marketing considerations are now being
databases generated by sales and inquiries have replaced by new ones, such as market analytics,
created a wealth of consumer information and offer search engine optimisation, SEM, and digital and
advantages to those who can evaluate and assess social media management. Todays marketing
consumer preferences, sentiments and consumption managers need to be innovative, multidisciplinary,
patterns.
and customer focused. Yet, they must be quick to
respond in order to strategically position their products
Marketing has long been data driven, with a lot of or services to meet the needs of an ever-changing
survey research and polling. But the volume and consumer base. In an age where the consumer
kind of data that we are beginning to acquire is rules, companies are forced to restructure and adapt
vastly increasing, requiring better computing facilities to the evolving needs of the marketplace. As a result,
and greater knowledge to handle. The kinds of businesses are creating new roles and jobs just to
questions that we can ask are much more stay competitively positioned; this is necessary to
sophisticated and require a whole new science. not only survive, but to thrive.
The study of social networks, for example, has long
been something that sociologists and marketers
have thought was important. But there really wasnt
much we could do, because a lot of the data simply
was not available to us.
Prior to a few years ago, you couldnt have observed
the ties that existed between hundreds of millions
of individuals. Now we have market analytics and
big data that provide exactly that kind of information.
As the tools and philosophies of the big data spread,
it will change long standing ideas, the value of
experience and the practice of Marketing
Management.
marketing environment by introducing The

International Master of Strategic Marketing
programme. This innovative curriculum blends 21st
century topics in Market Analytics, Services
Marketing, Digital and Social Marketing, Human
Behaviour, Cross-Cultural Management, Innovative
Product Development and Designing Consumer
Experiences with key marketing core courses.
The aim of the International Master of Strategic
Marketing programme is to develop the students
analytical, critical thinking, strategic, decision making,
and leadership skills, as well as, the ability to think
creatively and act ethically to address issues of
concern in the ever-changing business world. The
focus of this programme is to increase the quality
of decision making towards evidence-based, to be
problem finders not just problem-solvers. In so doing,
our marketing graduates can identify and preempt
the threats that could mean disaster for their
organisations. Let us keep in mind that organisational
breakdowns and collapses do not just occur in a
flash, they evolve over time. They begin with a series
of small problems, a chain of errors that often
stretches back many months or even years. Mistakes
tend to compound over time; one small error triggers
another. And once set in motion, the chain of events
can be stopped. However, the longer the wait, the
more that momentum builds and the once-seemingly
minor issues spiral out of control. Therefore, our
marketing leaders cannot wait for problems to come
to them. As retired general, Colin Powell, once said,
Bad news isnt wine. It doesnt improve with age.
Marketers are now being described as

Why choose the International Master of Strategic Anthropologists: if marketing leaders wish to discover
Marketing?
the problems that could mushroom into large-scale
failures in their organisations; they too must venture
Todays marketing managers are expected to lead out of their offices. They must immerse themselves
at an operational level in the rapidly changing occasionally in the everyday contexts in which work
economy. Firms in Trinidad and Tobago and is being done, and in which consumers buy and use
regionally are increasingly seeking managerial talent their products and services. They need to hone their
with the skills to cope with the increased complexity skills of observation. They need to see actions,
and competition in both the domestic and global behaviours and processes for themselves.
markets. The next five years will require more Successful companies are no longer conducting
sophisticated marketing practitioners. Recognising research in an unnatural setting, as Proctor and
these trends and being the leading business school Gamble now has an extensive observational
in the Caribbean, the Arthur Lok Jack Graduate research campaign, its twofold: living it and working
School of Business has responded to this new it.
58
Trinidad and Tobago Securities and Exchange Commission
The regulatory framework for the local

securities industry
By Kerry-Ann Thompson
Head of Geographic Information Systems Department, Amalgamated Security Services Limited
n Act to provide protection to investors

from unfair, improper or fraudulent
practices; foster fair and efficient
securities markets and confidence in
the securities industry in Trinidad and
Tobago; to reduce systemic risk, to repeal and
replace the Securities Industry Act Chap 83:02 and
for other related matters (The Securities Act, 2012;
Act No. 17 of 2012)
Act require:
1. All persons who wish to conduct the business of
broker-dealers, investment advisers or
underwriters, to be registered with the Commission
(Section 51).
2. All securities distributed or listed with any SelfRegulatory Organization3 to be registered with
the Commission (Section 62).
3. Reporting issuers4 to submit annual reports and
financial statements, material change statements
Systems generally require an overarching
and interim financial statements. These
governance regime that will provide a structure
statements must be filed and delivered via a
through which this specific system will operate.
specific process (Sections 63-67).
Standards of operation, which promote best practices
and ultimately facilitate the overall development, In addition to the mandate outlined in the Act, the
administration and maintenance of the system, are Commission also plays a role in ensuring compliance
also normally established. These operations are with Anti Money Laundering and Combating the
administered by some form of authority be it a Financing of Terrorism (AML/CFT) legislation which
government or governing body. This same analogy also include the Proceeds of Crime Act (POCA) and
can be used in the context of the securities industry. The Financial Obligations Regulations (FORs)5.
The Trinidad and Tobago Securities and Exchange As part of its legal framework, the Commission drafts
Commission (TTSEC), the regulator of the market, and issues guidelines to market participants which
was established by Section 5 of the Securities Act, explain the various protocols to be observed within
2012 (SA 2012, The Act) to provide necessary the securities industry. These guidelines also set
oversight and regulation of the securities market standards of behaviour which are expected of
and its participants. Our legislation prescribes the registrants as they conduct their business. Examples
legal framework that the Commission employs and of these are listed below;
consequently outlines the regulatory framework for
- Guidelines on Anti-Money Laundering &
Trinidad and Tobagos securities industry
Combating The Financing of Terrorism
(Figure 1).
- Repurchase Agreements Guidelines
- Collective Investment Scheme Guidelines
This article will demystify the framework which has
- Promotion Presentation Standards for Collective
been adopted by the TTSEC for the regulation of
Investment Schemes
the securities industry.
The Regulatory Framework
Figure 1
The repeal of the Securities Industry Act, 1995,
required the Commission to update the
methodologies that it uses to regulate the market.
Under the SIA 1995, the core methodology was
more disclosure-based; however, the SA 2012,
requires a more risk-based approach to regulation.
An example of this shift is the need to ensure that
entities are sufficiently capitalised. The following
paragraphs outline the processes that currently exist
and where applicable, identify the more salient
Governing Legislation
amendments to the Act.
The SA 2012 establishes the Commission as a body
corporate that regulates the securities market. The Registration
Act outlines its powers and functions1; some of Section 51 (1) of the SA 2012 provides that:
which include enforcing policies and procedures in (1) Subject to this Act, no person shall carry on
order to ensure the efficient operations of the market business or hold himself out as, or engage in any
and mitigate against systemic risk2. These policies act, action or course of conduct in connection with,
and procedures as informed by the SA 2012, form or incidental to, the business activities of
the legal framework by which the market is regulated. (a) A broker-dealer;
Some core policies which are explicitly stated in the (b) An investment adviser; or
(c) An underwriter,
Unless the person is registered, or deemed to be
registered, as such, in accordance with this Act, and
except for persons deemed registered, the person
has received written notice of the registration from
the Commission.
This means that those entities which seek to engage
in the activities above, must obtain approval from
the Commission before operating in the securities
market. Registration is one of the primary ways
which the Commission adopts, in order to offer
protection to the investor. This process allows for
the review of necessary documents to ensure that
they meet the regulatory and legislative requirements
before products and services are released into the
market.
Compliance and Inspections
The passage of the SA 2012 gave the TTSEC the
power to perform on-site inspections of its registrants
in order to ensure compliance with the provisions
of enforceable legislation (SA 2012, POCA, FORs).
Ideally, inspections and their frequency should be
carried out using a risk-based approach. This
approach greatly enhances the effectiveness of the
inspection process as it facilitates the profiling of
registrants according to the risks associated with
their business and its operations. This will also allow
the Commission to effectively determine who is
inspected, at what time and the frequency of the
inspections to be carried out. The first on-site
inspection was conducted in December 2013.
Market Surveillance
In its capacity as the primary regulator for the
securities industry, the Commission is actively
involved in the surveillance of this industry. A key
constituent of the Commissions surveillance activities
is the monitoring of trading activity on the Trinidad
& Tobago Stock Exchange. However, surveillance
activities extend to all areas of possible market
misconduct. This is accomplished through various
systems and tools designed to detect and address
misconduct as early as possible. One such tool is
the handling and processing of complaints from
members of the public on matters pertaining to the
securities industry.
Enforcement
In cases where registrants are perpetually noncompliant with the rules outlined in the legislation,
the Commission has the power to apply sanctions
or penalties through a court of law. A snap shot of
the penalties in the Act are outlined on page 59:
59
Trinidad and Tobago Securities and Exchange Commission
OFFENSE
SANCTIONS
SA 2012
Failure of Self-Regulatory Organizations (SRO) to comply

with the Act or inability to enforce its rules of governance
- censure of SRO
- limitation of activities
- suspension/revoking of registration
- imposing administrative fine (S156)
Section 48
Misrepresentation of documentation to the Commission
- liable to conviction on indictment to a fine of one

million dollars and imprisonment for five (5) years
Section 60(1)
Contravention of section 51(1) or (2) of the SA 2012
- Fine of two (2) million dollars and imprisonment for

five years
Section 60(2)
Failure to meet registration requirements, misrepresentations,

fraud and dishonesty at home and abroad, payment defaults,
ceasing to meet registration requirements
- Suspension of registration, warnings, censure
Section 57
payment defaults, ceasing to meet registration requirements

To find out more about the local securities industry or the Trinidad and Tobago Securities and Exchange Commission, we invite you to visit
our website www.ttsec.org,tt, follow us on Facebook, read our WordPress Blog or call 624 2991.
60
Guardian Group
Guardians of a Better Tomorrow

The dominant paradigm underlying corporate
social responsibility or CSR is centred on the
idea of creating shared value. from Why Every
Company Needs CSR and How to Build It. 2012
orporate social responsibility isnt the

typical driving force of the average
business but we can honestly say that
our passion lies in creating value for
society and a win-win reality for all of our
stakeholders, clients and communities. For Guardian
Holdings Limited and its subsidiaries, the period
July to August 2013 saw the rebranding under the
umbrella brand, Guardian Group of the nine (9)
distinct brands of the group across Trinidad and
Tobago, Barbados, Jamaica and the Dutch
Caribbean. While the companies within the group
remain separate legal entities, we all now carry a
single brand name, logo and tagline, solidifying
Guardian Group as a single brand. With this new
single paradigm, the Group is even more committed
to playing an active role, in co-operation with other
community minded organizations and individuals,
in furthering the wellbeing of our community. We
therefore chose to transition our approach to CSR,
actively encouraging individual and societal
development, improved wellbeing and the realisation
of human potential.
Health & Wellness
We all know that healthy people are happy people
and at Guardian Group we have defined this as the
ethos of our revamped CSR framework. For us, a
healthy lifestyle requires four simple but essential
actions: get active, make healthy food choices, know
your numbers and achieve balance in life.
Towards this end, in 2013 we celebrated the 15th
consecutive year of sponsorship of the Herman
Griffith Primary Schools Cricket Competition, which
grooms young Barbadian talent and promotes a
physically active lifestyle and the building of a

healthier nation. This sponsorship was borne under
the Guardian General subsidiary, dating back to its
early years as Caribbean Home Insurance Company
Limited.
In Trinidad, we participated in the Diabetes
Associations Annual Walk 2013 in recognition of
World Diabetes Day and, for the fifth year since its
inception, Guardian General (TT) supported the
Daren Ganga Foundation's Annual Free Cricket and
Football Camp for pre-teens and celebrated Nelson
Mandela Day in Tobago with a Celebrity T20 Cricket
Match. The campers interacted with professional
coaches and players and participated in a celebrity
T20 cricket match with sporting heroes including
Larry Gomes, Daren Ganga, Lincoln Roberts,
Sherwin Ganga, Richard Kelly, Gibran Mohammed,
Dinanath Ramnarine, Navin Chan and many more.
Our Dutch subsidiary, Guardian Group Fatum hosts
the largest run and walk event on the island of
Curacao. This event raised money for several good
causes as well as good health in general. In Curaao
we also supported the Ride for Roses, which raises
money for the Princess Wilhelmina Fund in the fight
against cancer. Guardian Group is a key sponsor
of the Tumba Festival, a cultural local event that
makes it possible for the community to organize and
enjoy balance in life.
Academic Leadership Development
While health and wellness is core to our CSR, at
Guardian Group ours is a rich legacy and tradition
of support to academic leadership. Our Life, Heath
and Pensions line of business, invests in academic
leadership at the primary and tertiary level of
education throughout the Caribbean region. This is
consistent with the promotion and achievement of
excellence that is symbolic of Guardian Groups
interventions, interactions and accomplishments
within the Caribbean region. Our Guardian Life

Limited Grade Six Achievement Test (GSAT)
scholarships in Jamaica reward students who perform
outstandingly in the GSAT examinations with a five
year J$50,000 scholarship to finance their secondary
education.
At the tertiary level, we teamed up with The University
of the West Indies for the 15th year to host the
Premium Teaching Open Lecture Series. This event
alternates annually with the Premium Teaching
Awards in Trinidad and Tobago and Jamaica. The
Open Lectures aim at improving teaching
effectiveness and this year featured a guest lecture
by Dr. Todd Zakrajsek of the Department of Family
Medicine at University of North Carolina.
Philanthropy is a deeply rooted in our culture
In Jamaica, the Labour Day project to give St.
Josephs Hospital in Jamaica a facelift was a groupwide initiative where Guardian Group employees
turned out in great numbers to paint and prune the
hospital grounds in the true spirit of serving others.
Guardian Life also donated two life-saving ventilators
valued at J$2.5 million to the John Homi ICU,
University Hospital of the West Indies.
In a similar vein, the highlight of the holiday season
was our annual Shoebox Project where employees
brought joy and good cheer to thousands of
underprivileged children. In Aruba, Barbados,
Bonaire, Curaao, Jamaica, St. Maarten and Trinidad
and Tobago, members of our staff presented
approximately 2,000 boys and girls with shoeboxes
filled with toys.
All in all, in every Guardian Group office and every
Guardian Group territory, we have brought corporate
social responsibility to vibrant, invigorating life
challenging our team members to truly make life a
little easier for our stakeholders, clients and
communities.
SERVING THE CARIBBEAN
An Approved Mediation Agency registered with the Mediation Board of Trinidad & Tobago
The Centres Mediation Programme is Accredited by the Mediation Board of Trinidad and Tobago
The Centre provides public and customized in-house training in ADR & related fields, such as
Mediation, Negotiation, Arbitration, Conflict Resolution, Stress & Anger Management,
Self Management for the Busy Executive, Dealing with Difficult People, Critical Thinking
For more information contact: THE DISPUTE RESOLUTION CENTRE, Ground Floor,
Trinidad and Tobago Chamber of Industry and Commerce Building, Columbus Circle, Westmoorings.
Tel: (868) 632 4051 or 637 6966 Fax: (868) 632 4046 or 637 7425 E-mail: drc@chamber.org.tt
ACCA
62
Global Business Services - Career

Limiting or Role Promoting?
By Brenda Lee Tang, FCCA Head of ACCA Caribbean
lobal Business Services, or GBS, is on a country, regional or global level. This changes GBS, Technology and Skills
the next big thing for shared services the relationship between the retained finance function Finance is a perfect candidate for the application of
more technology, not less. So it follows that an
finance models around the world. and the rest of the business.
important dimension of GBS is the use and role of
technology.
GBS brings together important internal Developing careers
and external functions such as finance, human GBS also has significant implications for finance
resources, IT, property and facilities into one professionals career paths. Firstly, the retained team If process integration is underpinned by better
department within an organisation. It is often seen may see a shift in its focus from managing processes technology, it should mean fewer work diversions
as a back office function, but it is changing into a even in a shared-services or outsourced model for the finance organisation, quicker access to data,
function that cuts across the business with the aim to business partnering and corporate finance. and more actionable insights. As businesses
increasingly seek to use better workflow tools, there
of delivering real and measurable value.
Finance professionals in a GBS structure may see will be advantages in having an operational
Deloitte has analysed the growth of GBS in a recent their responsibilities shift from managing single construction that allows processes to work together
report called Better Together, which confirms that functions to managing across functions. So the big seamlessly. The deployment of social, mobile and
GBS is a rising trend. For over 20 years, many question is whether GBS is good for the finance cloud technologies, providing more and better data,
could have significant implications for finance and
organisations have used shared services models professional?
for the management accountant who so often has
to achieve growth, and to drive savings and
operational efficiencies.
So the move to a GBS model could be seen as to take a future view.
another step on the finance professionals career
But where do we go from here and what does this path. The change started some years ago, as finance One of the last issues of important to the future of
mean for the management accountant? departments segregated strategic, management and GBS is skills; with the rise of GBS, finance
execution finance tasks, and then industrialised rules- professionals need to acquire new and deeper
ACCA has worked to answer these questions, and based transactions work by consolidating it into management capabilities.
believes that GBS is a transitional time for profession delivery centres.
Because finance activities within a GBS model no
and for the finance professional that could find
themselves part of a GBS function. Indeed, this was The implementation of GBS will call into question longer align vertically within the finance function,
the title of our report Global business services: a the role of the retained finance team, including those but are delivered horizontally and linked end-to-end
game changer for the finance organisation? For this embedded in the business, such as management with key tasks contained within other functions,
finance professionals are confronted with the need
report, we spoke with a number of contributors, accountants.
to adapt their ways of working. In a GBS structure,
including KPMG, Aviva and Accenture Business
Services, who all fed in their views about GBS and It may change the responsibilities, reallocating roles having deep finance skills is no longer enough as
its future. One thing is certain from contributors previously under the purview of the CFOs team. If, professionals must work within a cross-functional,
feedback that GBS is transformative. for example, transactional finance processes shift matrix set up.
out of the control of the CFO, the traditional career
Transforming business
path upward may be more limited; it will certainly be Technology skills are therefore vital to the smooth
The modern-day accountant is increasingly seen disrupted because the linear functional relationship running of GBS.
as a business partner to the wider organisation. between transactional finance and the rest of the
These are early days in the life of GBS. So what is
With their broad perspectives on businesses, and finance organisation ceases to exist.
ACCAs conclusion? Quite simply, the accountant
their ability to work across functions on a wide range
of issues, this makes them ideally placed to manage What is important is that the GBS function is seen and the finance function itself are well placed to
the GBS environment, and play an important role as offering a clear career pathway and that there embrace the challenges and opportunities presented
within it.
are routes to progress within it. However, there is by GBS.
a concern that the finance professional may not be
GBS is transforming how business is done. Since able to gain sufficient technical experience unless They are also well placed to make an impact and
2011, ACCA has explored how leading businesses there is a defined path through GBS, and this may bring about change. And because GBS is a relatively
are transforming their finance functions by adopting not necessarily steer them back through the finance new construct, the management accountant can be
shared services and outsourcing models. Finance function. At the same time, the finance leaders in at the forefront of tailoring the services, of being at
leaders have been early adopters, with over 70% the retained finance organisation may be further the forefront of a cross-department service that can
of Fortune 500 companies moving some component removed from transactional finance process delivery. only grow in size and popularity.
of their finance delivery into consolidated operations It is important to have a joined up approach.
64
Member Corporate Profile
Pamela Williams and Associates
amela Williams & Associates was

founded in October, 2007 on the
ambition and passion to see a change
in the local Service Industry by
December 2010, hence our tagline Changing
the Service Landscape in T&T.
We employ top-notch professionals with a
combined experience of over 30 years in the
areas of Human Resource Development,
Banking and Finance.
Together, we have changed mindsets and
built skills in excess of 20,000 persons; our
work spans from as far as Trinidad and
Tobago in the south to Jamaica in the north,
through St. Vincent & the Grenadines,
Grenada, Barbados, Antigua, St Kitts/Nevis
and the Dutch and French speaking Islands
of Curacao, Bonaire, Aruba and St Maarten.
In these locales, our clients include firms
which are giants of the Financel, Tourism,
Government, Business and Education,
Industrial, Manufacturing, Energy and,
Pharmaceutical Industries, Displaced workers,
small business owners, telecommunications
companies, sports teams and volunteers of
world class sporting events and functions.
A sample of our interventions are, but not
limited too, the design, development and
delivery of workshops in the areas of Banking
Fundamentals, Personal Development and
Growth, Motivation and Outbound Team
Building, Supervision and Leadership,

Customer Service and Sales, Emotional
Intelligence, Strategic Planning, Train the
Trainer, Developing the Internal Consultant
and Change Management using the ADKAR
Model.
Principal Consultant, Pamela Rachael
Williams, attended the Disney Institute,
Orlando, where she participated on their
flagship programme "Disneys Approach to
Building Customer Loyalty", workshop and
is accredited by Hay Group (USA) "Providing Service Solutions using Emotional
Intelligence", Teleometrics International
(USA) - Models for Management", American
Management Association (AMA) Principles
of Professional Selling. She is also an ICC
Cricket World Cup (2007) Trainer and
Assessor and holds an NVQ Qualification in
Assessing Candidate Competence level in
Customer Service.
Finance, Communications and Service

industries.
Experience the Difference
Our success was created through a unique
hands-on, interactive style of training that
engages participants and captures the attention
of our audience. We deliver every workshop
with a unique storytelling style designed to
inspire and motivate. We guarantee that our
interventions would not only meet your needs
but also foster Transfer of Learning and yield
Returns On your Training Investment (ROTI).
Our Philosophy is To become a valuable
partner to our clients and not just one of their
vendors
Our Service Promise is To create an
environment that:
1. Is Easy to do business with

2. Is Accessible to our clients
Pamela Williams & Associates is dedicated 3. Accurately, resolves concerns promptly
to providing only the most qualified
within 24 hours
professionals for our clients. We are all 4. Views feedback as opportunities to review
certified trainers who have worked together
and improve our service
for 7 years at RBTT and Roytec and as a Experience the Difference
result, we have achieved a level of integration
of values, purpose, attitudes and action both Email Address: pamelawilliams02gmail.com
within and among us. We were carefully Tel #: 1 (868) 687-7324
chosen for our knowledge, experience and website: changingtheservicelandscape.com
pride of accomplishment in the Banking and Facebook: Pamela Williams & Associates
Chamber
66
The
Chambers
Annual
Carnival
Competition
his year, Trinidad and Tobago

Chamber of Industry and Commerce
(the Chamber) partnered with
Energy Chamber of Trinidad and
Tobago (ECTT) and Trinidad & Tobago
Coalition of Services Industries (TTCSI) to
host its Annual Carnival Competition, held
at the Chambers Conference Hall in
Westmoorings. Staff of the business
development organisations competed in
Calypso, Lip Sync and Ole Mas categories.
Though having a relatively small turnout a
good time was had by all, with food for the
all inclusive sponsored by a member of the
T&T Chamber, Angelinas.
Judges for this years competition included
Arnold Cato, a past Vice-Chairman of the
Chambers Nova Committee, well known
Teacher/Music Director/ Voice Trainer
Michelle Hazell and longstanding Member
of the Chambers Crime and Justice
Committee Andrew Johnson (one half of the
Statler and Waldorf team) who judged
competitors on creativity and originality.
Man in Yuh House by Cassi

end of the competition we can say it was an
even match between the T&T Chamber and 3rd place Rhea Nelson T & T Chamber)
- Bring Back the Old Times Days by
the Energy Chamber. Winners were as
Nappy Mayers
follows:
4th place Keegan Constantine (T & T
Chamber) - Big People Party by Farmer
Calypso Competition:
Nappy
1st place Rhea Nelson (T & T Chamber)
King of the Heap
2nd place Resha Edwards (Energy Chamber) Special Prize: Best Interpretation Keegan
Constantine (T&T Chamber)
-The Love Gun
3rd place Brittany Bain (T & T Chamber)
Ole Mas Competition:
To be Advised
4th place Cheryl lyn Kurban (T & T 1st place The Energy Chamber Group
Energy Workout Plan
Chamber) The Political Cricket Tour
2nd place Brittany Bain (T & T Chamber)
Watch out My Children
Special Prize: Best Lyrics Brittany Bain
3rd place Keina Calliste and Glen George
(T&T Chamber)
(Energy Chamber) MPs Salary Increase
4th place Keina Calliste & Glen George
Lip Sync Competition:
(Energy Chamber) Kubalsinghs Tyres
1st place Resha Edwards ( Energy
Chamber) - Born with This by Allison
Special Prize: Most Humorous Energy
Hinds
2nd place Brittany Bain ( T & T Chamber) Workout Plan (Energy Chamber Group)
The hard work of the Competitions coordinator Cheryl-Lyn Kurban, who brought
her special skills as a Project Assistant with
the Chamber to bear over the past three years,
paid off once more. With prizes sponsored
by Ms. Brafit, Angostura, VemCo Limited,
Oscar Francois, HiLo Foodstores, Caribbean
Airlines, Accra Beach Hotel & Spa, National
Flour Mills, Blue Waters, Coca Cola, Sacha
Cosmetics, Trade Winds Hotel and Cascadia
Hotel, prizes were awarded to all entrants and
special prizes were given for Best Lyrics, Best
Interpretation and Most Humorous. At the
The Chambers Events
67
Business Hall of Fame Induction Ceremony

and Gala Dinner
Customer Service
Excellence
The Chamber inducted three highly esteemed individuals into its prestigious Hall of Fame at the
awards ceremony at the Hyatt Regency on November 16, 2013. The years inductees were Mr.
Victor Mouttet, Mr. Carlton Mack (posthumous) and Mr. Harry Sooknarine (posthumous). The
Chamber is proud and honoured to celebrate their lives and achievements in its Hall of Fame Mr.
Brendan Paddick, chairman and ceo Columbus International Inc. Delivered the feature address.
Partnering with the Chamber this year were; Platinum Investor First Citizens, Diamond
Investor Columbus Communications and Gem Investors Atlantic and Shell.
The Chamber hosted a session entitled Customer

Service Excellence on November 25, 2013. This
one-day workshop was facilitated by Mrs. Pamela
Rachael Williams. Some of the topics covered
included Developing skills in dealing with customer
complaints, Making the telephone work for you,
and The secret of excellent customer service.
BizOppsTT
The Trade and Business Development Unit of the Chamber hosted a two-day Conference over November
27-28, 2013. The business community was highly engaged in discussion at this conference regarding
new business opportunities. Presentations were made by the Ministry of Labour and Small and Micro
Enterprise Development, TSTT, T&TEC, WASA, Ministry of National Security and Microsoft, among others.
Partnering with the Chamber to ensure the success of this event were; Blink Bmobile, IBIS,
IGOVTT, Microsoft, Ministry of National Security, T&TEC and Peter Richards Landscaping Limited.
Network for Net Worth

The Nova Committee of the Chamber hosted members and new SMEs to a Business Networking Cocktail
Reception on November 28, 2013 at the TSTT Hospitality Booth, Queens Park Oval, Port of Spain.
Partnering with the Committee to host this event were; Blink Bmobile and Republic Bank Limited.
Understanding Workplace Fraud and Criminal

Behaviour
On December 3, 2013, the Chamber in collaboration with RBC Bank Limited hosted a session entitled
Understanding Workplace Fraud and Criminal Behaviour. The session was facilitated by Mr. Jeremy
Jones, Head Enterprise Services, Technology and Enterprise Services, RBC Financial (Caribbean)
Limited and Mr. Antonio Ventour, Manager Fraud and Corporate Investigations, RBC Financial (Caribbean)
Limited. RBC Bank Limited was the exclusive sponsor of the session.
Meet Me @ Five!
The Event, hosted by the Chambers Marketing and Communications Unit, took place on September 26,
2013 at the CLICO Hospitality booth of the Queens Park Oval. New members met, greeted and networked
with each other and Chamber Executives. Partnering with the Chamber to host the event was PWC.
Welcome to New Members

EVE ANDERSON & ASSOCIATES
Address: 143 Edward Street, Port of Spain,
Tel: 627-8233
Fax: 625-1588
PAMELA WILLIAMS & ASSOCIATES

Address: #23 Court Drive, Champ Fleurs
Tel: 637-7324
Fax: 662-2525
UNIVERSITY OF THE SOUTHERN CARIBBEAN

Address: Maracas Royal Road, Maracas,
St. Joseph,
Tel: 662-2241/2242
Website: www.uscedu.tt
MARK DE MOMENT LIMITED

Address: 20 Sinanan Gardens
Lower Santa Cruz
Tel: 779-2154
Fax: 638-4147
Website: www.markdemoment.com
Email: contact@markdemoment.com
RORA TECHNOLOGIES
Address: #25 Caroni Savannah Road, Chaguanas VALVE INTEGRITY MANAGEMENT SYSTEM
Tel: 299-4477
LTD
Address: Lp 813 Southern Main Road
SERVUS LIMITED
California, Couva,
Address: #3A Warren Street, Woodbrook
Tel: 374-9990
Port of Spain,
Tel: 628-8013
Fax: 628-3129
Chamber
68
Quarterly Report Tobago Division - Q4 2013
he year 2013 ended with the Tobago

Division pursuing its strategic plan
to invigorate the local economy.
Its four sub-committees Business
Development, Inter-island Transport,
Security and Environment all reported on their
various initiatives as follows:
Tourism numbers remained down, due
primarily to lack of product branding,
marketing and problems with the airlift. Issues
with the inter-island ferry service also
contributed negatively to satisfactory
movement of local goods and services. The
Division is however hopeful that following
communications with key parties in relation
to the air and sea bridge, the efforts will bear
fruit, moreso in the tourism sector.
A key concern for the Division for all of 2013
has been improving efficacy of the
governments loan guarantee (GLG)
programme. The programme was designed to
offer financial help to tourism sector businesses
on the island which have been negatively
affected by the economic climate. The

Chamber has met with all the players of the
GLG Fund over the course of last year, and
will continue to advocate for improvements.
citizens about the risk due to crime and factors

to mitigate it, as well as for dealing the wider
responsibilities of the public in order to
encourage a crime free environment.
Security in the lead up to the Christmas season

remained a clouded issue for Tobago, as much
was still to be finalised, e.g. monitoring of
surveillance cameras, police related issues
(manpower, visibility and customer service).
In an effort to effect changes, the Tobago
Division met with the Assistant Superintendent
(ASP) of the T&T Police Service who assured
the private sector of his Divisions ability to
deal with the criminal element on the island.
The Chamber by way of strengthening the
relationship of the business sector with the
nations crime-fighters, made a small donation
of trousers for the Tobago bike squad.
Challenges to the Tobago environment due

in large part to improper waste management
techniques and provision for municipal solid
waste became the focus of the Division.
During this quarter the Citizen Security

Programme (CSP) initiated a meeting with
the Division. Plans were drawn up to involve
the business sector in a concentrated Tobago
outreach initiative to create awareness among
Driving the challenge was clause in the

proposed Beverage and Containers Act for
manufacturers and distributors to buy back
the receptacles from which their products was
sold. The Division took the stance that since
Tobago merchants already face high costs to
take their goods to market, an alternative to
the buyback needed to be found, for example,
better recycling of plastic drink containers to
begin with, but eventually converting other
streams of waste into revenue. To achieve
these ends the Tobago Division of Chamber
is cultivating partnerships locally among
NGOs and other environmental interests.
Are you looking for an ideal location to host your Private Meetings, Training Sessions,
Product or Media Launches, Christmas Cocktails or even your Wedding Receptions?
Then your Chamber is here to meet your needs!
Duncan Campbell
Meeting Room
WM Gordon Gordon
Board Room
Leon Agostini
Conference Hall
Events have become the hallmark for many Corporate Communications and
Marketing Divisions and finding that ideal venue is perhaps one of the most
important aspects to the success of all activities. At the Trinidad and Tobago
Chamber of Industry and Commerce we pride ourselves in providing rooms for
small and medium sized functions. Our venue, at Columbus Circle, Westmoorings,
has been rented by many members and non-members.
Named after the Chambers first President, our Leon Agostini Conference Hall,
accommodates Theatre seating up to 200 persons and Banquet seating of 180
(rectangular tables) or 120 (round tables). Our Duncan Campbell Meeting Room
can accommodate Theatre seating up to 40 persons and Round table seating up
to a maximum of 16 persons. Our special offer to weekend clients is the WM
Gordon Gordon Board Room which accommodates up to 14 persons in comfortable
executive style.
As a One Stop Shop we provide complete services - Wheel-chair access,

Parking, High Speed Internet access, Catering, Audio and Video, all in our air- The Chambers staff stands ready to assist and will work with you in ensuring the
conditioned facility. Our rates are among the lowest, given our secure and scenic success of your event. Upon request we will assist with the coordination at a
location. As a member of the Chamber your rental fee is discounted by 10%. reasonable fee.
We invite you to contact Eustace Pierre at 637-6966 ext. 286 or epierre@chamber.org.tt so that a tour of our facilities can be arranged.
Thank you for your continued support and we look forward to welcoming you.
IMPACT
Trinidad & Tobago
Debates Commission
Leading Change
he Trinidad and Tobago Chamber

of Industry and Commerce,
recognising that the political process
of Trinidad and Tobago did not
include the formal debating of key issues by
appropriate leaders or representatives of
opposing parties in a publicized forum, and
believing that such debating would bring
significant value to the citizens of T&T,
championed the creation on the Trinidad and
Tobago Debates Commission (TTDC) in April
2010.
TTDC is an independent, autonomous, not
for profit organisation committed to changing
the landscape of Trinidad & Tobagos politics
by advocating for the countrys political
leaders to participate in electoral debates in
the public fora.
TTDC is currently governed by eight
independent Commissioners who have been
chosen to cover a range of professions and
demographics ensuring a fair and balanced
perspective, namely social scientist Father
Clyde Harvey, retired Justice of Appeal
Humphrey Stollmeyer, banker Ronald
Harford, academic Professor Rhoda Reddock,
media practitioner Kiran Maharaj, entrepreneur
Angella Persad and Chairman Andrew Sabga,
a businessman and former Chamber President.
TTDC is funded by both the private sector
and civil society and the secretariat is housed
at the Chamber.
TTDCs first attempt to host a debate in the
lead up to General Elections in 2010 was not
successful as agreement to debate by all the
leaders was not forthcoming. However, since
its inception in 2010, TTDC has successfully
hosted debates for three elections Local
Government Elections 2010, Tobago House
of Assembly Elections 2013 and Local
Government Elections 2013. These debates
covered areas such as Tobago Economic
Development, Local Government Reform,

Social Sector Development and Local
Government Representation. As a result of
these three debates, the country became more
acutely aware of electoral debates of this
magnitude in the local election landscape for
the first time.
staged to educate the public to make informed

decisions when voting for the leaders of this
twin-island Republic. The debates help with
our political evolution and reinforce democracy
and TTDC will continue to call for the support
of the public for feedback on the key issues
that they would like to hear debated.
Although TTDC hosted its first debate in 2010,

it was truly the 2013 debates that made us a
household name with several groups calling
for the Commission to host debates outside of
the regular national electoral debates. The
debates were major news stories on several
media stations, commending the work done
by the Debates Commission. Several social
media sites including the TTDC facebook
page was flooded with positive comments
by citizens on the impact of the debates. One
such comment thanked TTDC and by
extension TTCIC for the well produced
debates.
TTDC believes that citizens have the right to

participate fully in the processes of governance
and is committed to providing a forum
whereby the people of Trinidad and Tobago
can continue to have unimpeded access to and
learn more about the political candidates who
wish to serve them. Debates will therefore
allow for more informed political decisionmaking by the electorate. The TTDC has
already begun to prepare for debates for the
upcoming General Elections which are due in
2015. The Debates Commission anticipates
continued support from Corporate T&T and
civil society as we advocate for further
transparency and accountability in election
It is truly important for TTDC to ensure that campaigning, thereby giving the voting public
there is maximum public awareness, interest the opportunity to make more informed
and involvement in the debates, as they are choices.
69
The Dispute Resolution Centre
70
Community Leadership and the Citizens Security

Programme
he degree of difficulty inherent in

leadership is sometimes made to
appear non-existent by those who do
it selflessly. The time and dedication
to duty by a leader is often seen as a matter
of simply accomplishing some tasks and
calling it a day. To the onlooker the deft
balance of authority, mediation skills, vision
and heart it takes often goes unrealized.
community to ensure they did not miss the

opportunity to gain another skill. Many are
the occasions where, without leadership the
impetus needed to change a community into
a place of hope and success, the status quo
no matter how dangerous would have been
maintained. The community of Never Dirty
was awarded the Safest Community Platinum
award by the CSP at the end of 2013.
In communities such as the ones the Citizen

Security Programme (CSP) has partnered with
in its initial pilot phase, leadership has been
one of the key elements to the success
experienced with the Programmes methods.
In truth, the key to many of the achievements
have been the leaders in communities and
organisations who have stepped up to the plate
and engaged the tasks head on.
The reason was simple, a community which

had registered some twelve murders in 2008
and which had earned the reputation as one
of the most dangerous places in the country,
transformed its fortunes and registered no
murders in 2012 or 2013. The result of
collaborative efforts among CSP programming
and the leadership of the major churches and
community structures in the area, the story
of Never Dirty is one which epitomizes the
impact of strong, positive leadership. The
strength to take up the challenge, the vision
and the tenacity to stay the course are all
facets of the leadership that ensured this
transformation.
We can speak of youth leadership of the type

exhibited by Tisha Mohan and Kesean
Bascombe. Both were awarded special prizes
by the CSP last year for the critical role they
played in their communities. Kesean who
hails from Quash Trace, Sangre Grande was
the youngest person to chair his Community
Action Council (CAC) as a Deputy Chairman.
His founding of the Quash Trace Management
Council, an organisation of primarily young
people saw improvements to the community
being maintained youths, something previously
not a part of the communitys landscape..
Tisha, of Farm Road, St. Joseph, is a young
lady of stalwart character who during the
meetings of her (CAC) often enquired about
programmes that were designed for youth
advancement. At a mere 18 years, Tisha was
vocal enough in her encounters to have been
placed on the committee which meets with
the Land Settlement Agency to settle matters
of land tenure for residents of her community.
Having ensured that opportunities were created
for the youth of her community she didnt
stop there. During a sound reinforcement
workshop sponsored by the CSP, Tisha braved
inclement weather to mobilise youths in her
enter the location that he is from, yet they all

send their children to him to learn the game
and benefit from his discipline.
The ability to engender that level of trust and
willingness to have ones children take a path
different than their own is only facilitated by
an individual of uncommon character and
good standing. Moving to the environs of the
capital city another football coach went from
being a new invitee to a meeting to being the
Chairman of the CAC for his area. His ability
to speak to the youth from warring factions
within his community has been responsible
for the discovery of many talented young
people in sport, photography and even
mediation.
During the five years of its operation in T&T

the CSP has been graced with the experience
of myriad situations of positive growth within
communities. In the partner communities we
have seen a 60% reduction in murders, more
than a 40% reduction in woundings and
shootings and a 40% decrease in sexual
offences. We have witnessed the
Throughout the length and breadth of the transformation of communities from hot spots
communities that CSP has partnered with to the site of many cool things happening.
there are examples of stalwart leaders who
stand up and take that uncommon step to There has been the coming together of
create light where it is most needed. Those communities which traditionally have been
who answer the call to lend a hand and delve at odds for more than a decade. All of this is
heart first into alleviating strife, teaching due to the work of people who have spared
much needed life skills or giving opportunities no effort, and even suffered losses, to ensure
which change lives. In Arima a school that the vision of a better place and a better
principal facilitates a youth group that has quality of life for themselves and future
taken young people through various generations was realised. They remain the
experiences which shape their ability to adapt foundation of the programme and its drive
to various challenges in life. Her dedication for community empowerment and
to raising the standard of community conduct enhancement towards the goal of crime
attracts assistance and sponsorhip from private reduction. It is no small feat that so much has
citizens and businesses in her community. been accomplished in five years and will
In another eastern community one gentleman continue to be accomplished by virtue of the
teaches youth the game of football. Not only exceptional commitment given by the leaders
has he produced stellar players who have at its core.
contributed to the pool of national players but
he bridges important gaps. There are residents Published in Partnership with the Citizens
of surrounding communities who will not Security Programme
72
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PWC
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bpTT
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Boss
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Republic Bank
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Colfire
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Southern Sales & Service Co. Ltd (Kia Motors)
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Columbus Business Solutions
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SSS Rental Division
Caribbean Institute for Security & Public Safety
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Telecommunications Authority of
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Courts
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Exchange Commission
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JG Design Caribbean
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Leadership Issue

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Contents

15 Leading National Development

30 T&Ts Golden Age of Charismatic

32 Leading in the Information Age

Trinidad and Tobagos

46 Energy Outlook for T&T in 2014

Editor: Halima Khan

67 The Chambers Events

Information on Trinidad & Tobago

rinidad and Tobago (T&T) has a population of

The twin island republic boasts a multi-ethnic people, diverse culture

Trinidad and Tobago Chamber of Industry and Commerce www.chamber.org.tt

Trinidad and Tobago

Facilities Management &

Contact Vol.14 No.1 2014

An Editorial Note from the President

Initiating the Discussion

he theme of this issue of CONTACT

Can the right leadership change this? While our

astutely managed. But as we learn in

recognise that leadership is ultimately about

am pretty sure that we will all like Trinidad

Can we? I believe that we can.

I dream of a world in which:

Trinidad and Tobago Chamber of Industry and Commerce www.chamber.org.tt

humble, remote and disadvantaged beginnings.

only a short while it is not sustainable.

However, there is a glimmer of hope. The

The Chambers Group Health &

Re-visiting a Social Compact

In January 2014, the Minister of Labour

to concentrate on the important issues like

Trinidad and Tobago Chamber of Industry and Commerce www.chamber.org.tt

ideologies to put differences aside and begin

he Elections and Boundaries

Currently, the provisions of the electoral laws

of government. Consequently, the term

voices. Corporate money has no morals and

opinions of Members of the House of

electoral financing reform. Perhaps few

Trinidad and Tobago Chamber of Industry and Commerce www.chamber.org.tt

eadership is granted by the people

We can take a number of lessons from what

Building a nation requires a leadership of love

Contact Vol.14 No.1 2014

Timing is Everything: Public Service

There is a tide in the affairs of men.

service at the bottom of the pile, and at the

In 1962 and getting even more intricately

A few years ago, the talk of public service

Contact Vol.14 No.1 2014

The final factor that has melded the other

The fourth force is political will. In the

Tobago made the point that public service

Guardian newspaper. CONTACT may be

Trinidad and Tobago Chamber of Industry and Commerce www.chamber.org.tt

national landscape also affect business, the

elson Mandelas death in December

It isnt just on the scale of national leaders,

Trinidad and Tobago Chamber of Industry and Commerce www.chamber.org.tt

f ever there was a challenge to leadership

Ministers past and perhaps present, who feel

this is the definitional latitude with which I

Proper education is of course the antidote,