RJ RUMS & SPIRITS SMALL COMPANY, BIG PLANS JUNE 2025 VOL 12 BUSINESS VIEW CARIBBEAN ALSO IN THIS ISSUE JAMAICA FREIGHT & SHIPPING COMPANY LIMITED • WESTSHORE MEDICAL PRIVATE HOSPITAL
WWW.BUSINESSVIEWMAGAZINE.COM Email for all inquiries: info@businessviewmagazine.com 2422 Palm Ridge Road, Suite 820 Sanibel FL, 33957 239.220.5554 CONTACT US TITLE SPONSORS GREAT NEWS! Business View Publishing was named to the 2020 Inc. 5000 list of America’s Fastest-Growing Private Companies! Read the press release Editor in Chief Karen Surca Research Directors Varakunan Somas Contributing Writers Dan Macharia Vice President of Production Jared Ali Director of Marketing Nora Saliken Director of Administration Michelle Siewah Digital Strategist Jon Bartlow Art Director Renée Yearwood Managing Director Alexander Wynne-Jones COO Matthew Mitchell Executive Publisher / CEO Marcus VandenBrink 1 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06
EDITOR’S NOTES Having just gotten back on our feet following a global pandemic, new fiscal concerns have surfaced globally that could in theory hamper the success of companies as they try to navigate the new economic realities. In the inspiring and unfairly beautiful region of the Caribbean, it is however business as usual. After talking to business leaders for this month’s issue we can confidently predict that the stunning Caribbean region is continuing to witness a tangible business uptick with companies continuing to make their mark all around the sun drenched caribbean islands. For the organizations we were fortunate to cover in this month’s edition, success remains well within reach. As summer beckons, we continue to bring you success stories in our June Issue that illustrate the allure and business potential this desirable area of the globe exudes. If there is one thing that is clear as the waters surrounding the Caribbean Islands is that the entrepreneurial spirit is alive and well. We had the good fortune to be able to sit down with the owners of a family-run business that grew out of a clear vision and is now a leading entity in the region, with business prospects that continue to boom and anchor its success. Jamaica Freight and Shipping Ltd is firmly sailing forward into the third quarter of 2025. Another family-led marvel, RJ Rums and Spirits graced our June issue pages. This local success story has been able to create drinks that resonate with its local clientele and continues to see growth and innovation moving forward. Not to be overshadowed, we sat down with the Director of Westshore Private Medical Hospital to talk about their innovative care approach and the success they continue to pave in the region’s health care sector. As with every issue, my hope as editor-in-chief is that our valued readers continue to learn something new with each issue we produce for you and that June offers the beauty that only the Caribbean islands can boast about. Karen Surca Editor in Chief Dear Readers, 2 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06
VOLUME 12, ISSUE 06 15 JAMAICA FREIGHT & SHIPPING COMPANY LIMITED Jamaica’s Century-Old Shipping Dynasty 29 RJ RUMS & SPIRITS Small Company, Big Plans COVER RJ RUMS & SPIRITS 2 EDITOR’S NOTES 7 OPENING LINES BEST PRACTICES IN MANUFACTURING JAMAICA FREIGHT & SHIPPING COMPANY LIMITED 15 3 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06
41 WESTSHORE MEDICAL PRIVATE HOSPITAL Tech Prescription for Trinidad and Tobago’s Healthcare Challenges BEST PRACTICES IN HEALTHCARE The articles in this publication are for information purposes only. Business View Publishing assumes no liability or responsibility for any inaccurate, delayed, or incomplete information, nor for any actions taken in reliance thereon. The information contained about each individual or organization has been provided by such individual or organization without verification by us. The opinion expressed in each article is that of its author and does not necessarily reflect the opinion of Business View Publishing. WESTSHORE MEDICAL PRIVATE HOSPITAL 41 4 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06
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GOVERNMENTS SHOULD STRENGTHEN PUBLIC TRUST BY IMPROVING EFFICIENCY, CITIZEN ENGAGEMENT AND ACCESS TO PUBLIC SERVICES Source: caribbeannewsglobal.com, News Editor, First Published June 20, 2025 Governments can strengthen public trust by ensuring meaningful public engagement in decision-making, using tools such as spending reviews and digital technologies to increase efficiency and enhancing access to justice and public services, according to a new OECD report. Government at a Glance 2025 highlights the mounting fiscal pressures across OECD countries, with public debt reaching 112 percent of GDP in 2024 – up from 73 percent in 2007. The report shows how these fiscal pressures come as action is needed to respond to demographic, green and digital transitions, and low levels of public trust, with fewer than four in ten people (39%) across OECD countries reporting trust in their national government, and only 37percent believing their government effectively balances the interests of current and future generations. “Governments today need to foster citizens’ trust as they manage immediate fiscal pressures and navigate long-term structural transformations, including demographic change, the green transition and digitalisation,” OECD secretarygeneral Mathias Cormann said. “Government at a Glance 2025 provides evidence-based recommendations to ensure efficient and effective public service delivery that responds to citizens’ expectations and needs, while strengthening government finances and laying the foundation for strong, sustainable and inclusive growth.” Published every two years, Government at a Glance is the OECD’s flagship publication on public governance, providing a comprehensive overview of government activities and performance.The 2025 edition presents the latest available data on government finances, employment, institutions, budgeting practices, risk management, and citizen satisfaction. Drawing on the evidence in this year’s report, the OECD outlines three key areas where governments can work to strengthen public trust and promote prosperity. Enhancing citizens’ sense of dignity in their interactions with government by strengthening meaningful public engagement in decision-making is a key recommendation. Only 30 percent of people on average believe the political system in their country allows citizens to have a say in government actions, and there are opportunities to enhance the quality of stakeholder engagement in the legislative process. To boost citizen engagement, governments are increasingly Opening Lines 7 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06
Boosting government efficiency and effectiveness will improve citizens’ well-being and trust in government. The report shows significant potential for governments to leverage technology and data for improved performance. Currently, 60 percent of OECD countries are using data analytics, artificial intelligence, machine learning and mobile technologies to drive procurement efficiency, yet substantial gaps remain in data accessibility. On average, only 47 percent of OECD governments’ high-value datasets are available as open data, falling to just 37 percent of education datasets and 42 percent of health and social welfare datasets. Governments can also make better use of budgeting tools such as spending reviews to optimise existing resources, prevent excessive debt, and ensure public money delivers lasting benefits. These reviews can also leverage data, digital tools, and AI to maximise their effectiveness. The report also shows that there is further space to simplify regulations for people and businesses. In support of these efforts, the OECD’s Simplifying for Success (S4S) Initiative promotes global efforts to reduce regulatory burden through streamlined regulations and administrative processes. Governing for the green transition – the topic of a special chapter in this year’s report – illustrates the scope and scale of the long-term challenges governments face, as well as the critical importance of environmental policy co-ordination as countries work toward climate goals while managing economic and social impacts. Twenty-three OECD countries have enshrined emissions targets into law and five more are proposing to do so, while nearly half of OECD countries have also established dedicated independent advisory bodies to guide and monitor progress. However, detailed data on their roles and powers remain scarce, indicating the need for clearer frameworks. Similarly, green public procurement (GPP) frameworks have been adopted by 35 out of 38 OECD countries, but only 11 countries are developing methodologies to measure their environmental impact, such as the amount of emissions mitigated. Assessing the environmental impact of new laws, ensuring alignment with sustainability goals and meeting clearly defined objectives will help build the broad societal consensus required for a successful green transition. turning to deliberative democratic practices, such as citizens’ assemblies, juries, and public dialogues. Between 1979 and 2023, the OECD recorded 716 such processes, with 20 percent (148) occurring between 2021 and 2023 alone. To remain meaningful, participants must be given feedback on these processes and feel that their inputs have led to action. The report also emphasises the need to strengthen systems to respond to citizens’ expectations in the face of rapid societal and economic changes. In most OECD countries economic issues dominate people’s concerns. Inflation tops the list (59%), followed by poverty and social inequality (33%), and unemployment and jobs (22%). Youth unemployment remains a particular concern, with an average of 12.6 percent of young people not in employment, education, or training in 2023. Governments must continue expanding education and training opportunities to help younger people participate in and benefit from economic growth and establish more secure career trajectories. Access to justice is also key to citizens’ wider sense of security. To this end, governments need to step up efforts to ensure affordable, accessible and independent justice systems. 8 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06
Source: caribbeannewsglobal.com, News Editor, First Published June 19, 2025 The government of Guyana and the CARICOM (Caribbean Community) Development Fund (CDF) signed US$18 million financing agreement, to kickstart the Agricultural and Infrastructural Development Programme (AIDP) which will see over 4,300 farmers across the ten regions of Guyana benefitting, with 40 percent of the beneficiaries being women and youth. The programme will allow for a further boost to Guyana’s agriculture sector in the form of support for compliance with food safety, sanitary and phytosanitary standards in the sector.The agreement was signed at the ministry of finance in the presence of representatives of the ministries of agriculture and finance. Senior minister in the office of the president with responsibility for finance and the public service, Dr Ashni Singh, who signed on behalf of government, while thanking the CDF for its support over the years noted that Guyana is proud to be a founding member of the CDF and to have benefited from the Fund’s activities over the years. “As a government, led by His Excellency President Irfaan Ali, we recognize the importance of a strong and competitive non-oil economy, and I want to assure you that we consider agriculture and agricultural products to be a principal pillar of our non-oil economy, and we anticipate that long into the future, agriculture will remain an important source of economic growth and an important contributor to livelihoods, in particular rural and hinterland livelihoods, “ Dr Singh explained to CDF’s CEO. He added that Guyana will long maintain and further enhance its position in relation to the achievement of food security for the Caribbean region more broadly, noting that this project and others like it, GUYANA – CARICOM SIGNS US$18M AGREEMENT have a very important role to play in ensuring the country realises this achievement. Dr Singh also outlined various agricultural projects supported by the CDF over the years, including farmto market roads, highlighting that this project, which will be implemented by the ministry of agriculture under the leadership of minister of agriculture Zulfikar Mustapha, also aligns closely with Guyana’s and the CARICOM region’s food security agenda. 9 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06 OPENING LINES
“This project is in a sector that is extremely important and it aligns closely with our national development priorities, and with the regional agenda on food security,” he concluded. Speaking at the signing ceremony, chief executive officer (CEO) of the CDF Rodinald Soomer said the US$18 million programme is a bold and strategic investment in the fulfilment of CARICOM and Guyana’s shared vision for a resilient, productive and inclusive agricultural sector that not only feeds the nation but nourishes the region and reinforces Guyana’s leadership role in advancing food and nutrition security in CARICOM. “This programme is intended to enrich lives, uplift local communities and regions, and create new economic opportunities for producers and processors of coconuts, cocoa, coffee, peanuts, pigs and pork products, honey and associated by-products and vegetables,” he explained. The CEO added that under the AIDP, the foundation for a safer, more competitive agricultural sector will be laid, with the construction of a modern swine abattoir, 13 new or upgraded agro-processing facilities, and eight enhanced surveillance outposts to enable officers to execute their duties under conditions which are more conducive and should yield better results in combating the prevalence of the carambola fruit fly. With president Irfaan Ali being CARICOM’s lead representative for agriculture in the region, the project’s proposed activities have notably satisfied several aspects of CARICOM’s goal of reducing the region’s food import bill, as well as in the areas of food and nutrition security, implementation and operationalisation of sanitary and phytosanitary- related policies, and increased production and climate smart agriculture. The program will contribute to the government’s broader diversification strategy including through the further development in agriculture, one of the country’s main non-oil sectors. With most agriculture concentrated on the coast facing challenges such as climate change risks and reduced availability of water and suitable land, Guyana’s ministry of agriculture aims to increase production and value addition in selected commodities. Through projects such as this, the ministry will be in a stronger position to propose policies and investments that generate the highest return for the country, in line with Guyana’s National Strategy for Agriculture (2020 – 2030). 10 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06
Source: caribbeannewsglobal.com, News Editor, First Published June 19, 2025 The new permanent representative of Jamaica to the Organization of American States (OAS), Antony Anderson, presented his credentials to OAS Secretary General Albert Ramdin during a ceremony held at the Organization’s headquarters in Washington, DC. In his remarks, ambassador Anderson said: “I look forward to working with you, secretary general, on attaining our common developmental goals for a peaceful, stable, and prosperous Hemisphere. Jamaica greatly values the role of multilateralism in socioeconomic development, multi-dimensional security, democracy, and human rights.” He also reaffirmed his country’s strong commitment “to upholding the OAS Charter and to actively engaging in efforts to foster sustainable development, promote democracy, protect human rights, and ensure the security of the citizens of our region.” The secretary general of the OAS, Albert Ramdin, recognized that “Jamaican diplomats and jurists have helped shape the Inter-American system, including its legal foundations and its inclusive vision for sustainable development. Jamaica has also played a vital role in amplifying the concerns of small island developing states, especially on issues of security, sustainable development, and climate resilience.” Addressing ambassador Anderson, the OAS leader added, “Your leadership and experience will no doubt serve the Organization well especially as we collectively confront the complex and interconnected challenges of today’s world.” Jamaica became a member of the Organization of American States in 1969, making it one of the first Caribbean nations to join the hemispheric body. NEW AMBASSADOR OF JAMAICA TO THE OAS PRESENTS CREDENTIALS 11 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06 OPENING LINES
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JAMAICA FREIGHT & SHIPPING COMPANY LIMITED JAMAICA’S CENTURY-OLD SHIPPING DYNASTY best practices IN MANUFACTURING RJ RUMS & SPIRITS SMALL COMPANY, BIG PLANS 13 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06
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JAMAICA’S CENTURYOLD SHIPPING DYNASTY JAMAICA FREIGHT & SHIPPING COMPANY LI AT A GLANCE JAMAICA FREIGHT & SHIPPING COMPANY LIMITED WHAT: F ull-service shipping agency and logistics provider representing major carriers and NVO’s including COSCO Shipping, OOCL, MOL and JP Logistics Solutions; vessel agents for Seaboard Jamaica and ; exclusive port agents at Port Esquivel and Bowden Wharf WHERE: K ingston, Jamaica WEBSITE: www.jashipco.com 15 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06
IMITED With an impressive history that dates back to its establishment in 1919 as a humble banana exporter, Jamaica Fruit and Shipping Company has evolved into a shipping powerhouse spanning four generations. With SueAnn Johnston, the company’s current CEO, now at the helm, this marks the first time in the company’s history that a woman has led the renowned family enterprise. LEADING FAMILY-OWNED SHIPPING EMPIRE ADAPTS TO AN EVER CHANGING CARIBBEAN LOGISTICS SECTOR 16 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06
Johnston represents the fourth generation of family leadership. Established by her great-grandfather Charles Edward Johnston and Capt. Sibrandt D. List, Jamaica Fruit and Shipping Company has adapted to meet current Caribbean logistic demands. “We are diversifying now,” she explains, noting how the company has expanded beyond its agricultural roots while maintaining its core family values. Today, both companies are chaired by Charles Henry Johnston, grandson of Charles Edward Johnston. In addition to his role as Chairman of these two companies Johnston also sits on the board of a number of other companies including that of German Ship Repair Jamaica Ltd (GSRJ), operators of Jamaica’s first Floating Dock. The arrival of the floating dock in August 2023 signaled the realization of a 20 year old dream of Charles Johnston. Since then, the GSRJ Shipyard has successfully worked on several commercial vessels, including container ships, tankers, ro-ro and offshore vessels. The transformation from banana exporter to shipping conglomerate began taking shape in 1976 when Jamaica Freight and Shipping emerged from a strategic merger between Jamaica Fruit & Shipping Co. Ltd and the shipping division of Sprostons (Jamaica) Ltd - Aluminum Company of Canada (Alcan). The growth of the company has been quite impressive over the years and it now enjoys international recognition as it continues to look outward to meet potential global demand. The company’s growth and diversification over the decades has also helped to solidify its leading role in the Caribbean. With international access, Jamaica Freight and Shipping, under its parent company, continues to expand and welcome new initiatives as we head towards the third quarter of 2025. FULL-SERVICE SHIPPING OPERATIONS Jamaica Freight and Shipping’s portfolio is extensive. “We represent large ocean carriers, such as COSCO Shipping, Orient Overseas Container Lines (OOCL), MOL Ace plus NVO’s like JP Logistics Solutions,”Anna Hamilton, CEO of Jamaica Freight and Shipping, states. “We are also vessel agents in Kingston for Seaboard Jamaica handling all husbandry matters for their vessel calls. The company’s strategic positioning extends beyond carrier representation.“We are exclusive port agents at Port Esquivel, which is the port of UC Rusal Alumina Jamaica Ltd. (Windalco),” Hamilton explains.“We are also exclusive agents at Bowden Wharf. They’re not very active right now, but that was a big port area for the export of bananas.” 17 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06 JAMAICA FREIGHT & SHIPPING COMPANY LIMITED
“We’re looking to see how we can target more of that kind of business,” she says. The company also provides vessel husbandry services through its operations department, supporting ships that dock at Jamaica’s 17 cargo ports. Hamilton notes that Jamaica Freight and Shipping is perfectly Port Esquivel’s significance has grown as Jamaica handles increasing volumes of bulk cargo.The facility complements Kingston’s container operations, where 2,530 vessels move through annually, handling 16.2 million tons of cargo. Hamilton sees opportunity in this diversification. 18 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06
positioned to capitalize on the growth of shipping and logistics in the region and has the capacity to offer comprehensive services that cover cargo handling and vessel support while continuously adapting to an industry focused on digital transformation and operational efficiency. FROM PANDEMIC GROWTH TO MODERN CHALLENGES The COVID-19 pandemic produced unexpected results for Jamaica’s shipping sector.“What was surprising is that most companies in the shipping industry saw significant growth during the pandemic,” Hamilton reflects.“They saw growth because of the congestion that was being experienced. The freight rates were astronomical.” Container freight rates surged over 300% year-on-year in 2021, fundamentally reshaping industry economics. Post-pandemic dynamics present different challenges.“The freight rates have reduced, but the volumes have increased, and Jamaica has become more of a transshipment hub today than we were pre-pandemic,” Hamilton explains. “It’s been constant growth, and that has helped us because the carriers that we represent use Jamaica as a transshipment hub.” With 90% of Kingston’s port traffic serving transshipment needs, this positioning proves strategic as global container volumes maintained 7% growth through mid-2024. “We’re currently in the process of upgrading our internal software platform that we use for customer interface and interface with the terminals and the ports,” Hamilton reveals. “We use a local platform called Advantum Agent. We should be launching the new and improved platform by the end of the second quarter into the third quarter.” Digital transformation remains critical as the industry adopts blockchain and AI technologies to enhance efficiency. INDUSTRY SUCCESS DRIVEN BY A COMMITTED TEAM With the demands of the logistics sector and use 876 978 5887 | abj@assurancebrokersja.com | 1a Braemar Avenue | Kingston 10, Jamaica Navigating you through the complexity of marine liabilities to the safe harbour of secure insurance protection. 19 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06 JAMAICA FREIGHT & SHIPPING COMPANY LIMITED
Charles Johnston, Chairman 20 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06
of emerging technology within the sector, Jamaica Freight and Shipping is focused on ensuring its team can meet any challenges that come up and is firmly committed to its customer-base.The company is also very proud of its dynamic, mostly female-led team. “We have a pretty young team here. Surprisingly, most of the team members are female,” Hamilton reveals. The company’s approach to retention has also created remarkable stability.“Although the majority of the staff is young currently, we do not have a very high turnover of staff,” Hamilton emphasizes. “People who have been with the company for many years are still here. We have a number of people who have been with the company for upwards of 25 years.” This longevity matters in an industry 21 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06 JAMAICA FREIGHT & SHIPPING COMPANY LIMITED
where institutional knowledge drives operational excellence, Hamilton points out. Both Jamaica Freight and Shipping and Jamaica Fruit and Shipping maintain a distinctly local focus in their hiring practices, though they remain flexible. “We hire local, not that we would be averse to hiring outside of local, but that has not presented itself recently,” Hamilton states. The culture emphasizes continuous improvement and customer service. “The effort is put on trying to delight the customer at all levels as much as we can,” Hamilton explains. “We’re always looking to innovate and trying to find ways to train the staff to ensure that the staff keeps as up to date as possible with what is happening.” This philosophy, the companies believe, proves to Anna Hamilton, CEO Jamaica Freight Shipping Co. Ltd 22 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06
LOCAL ROOTS. GLOBAL SPIRIT. Jamaica Producers Group (JP) is a multinational investment holding company founded and headquartered in Kingston, Jamaica. With over 95 years of experience, JP creates value for its shareholders through strategic investments in diverse businesses, financial instruments and real estate. JP’s investment and operating model is to leverage our deep expertise in select industries and geographies to ensure sustainable growth and profitability. JP was founded in 1929 as a banana growers cooperative, focused on shipping bananas to the United Kingdom. Over the decades, JP’s business model evolved, with the company expanding its global footprint beyond shipping and bananas to a wide range of market-leading food and logistics interests. Now, as the largest shareholder in Pan Jamaica Group, Jamaica Producers’ interests include the production of fresh juice in Europe; farming and premium baked goods, agri-business and snack production in the Caribbean. a market leading shipping line serving Europe and the Caribbean; freight forwarding, freight consolidation and warehousing (Europe, Caribbean and USA); a multi-purpose fully integrated gateway and transshipment terminal and logistics centre in Jamaica; and significant holdings in commercial property and infrastructure, hotels and financial services in the Caribbean. JP has a strong tradition of successful partnerships. We benefit from a global mindset, a thoughtful and prudent approach to risk and financial planning, a strong balance sheet and an unshakeable reputation for integrity and fair dealing. Focused on impactful investments, we will continue to create exceptional value for our stakeholders. Jamaica Producers Group is a multinational investment company, headquartered in Kingston, Jamaica. We started out in fruit and shipping. Today we hold interests in a wide range of businesses, financial instruments and real estate, creating value for our shareholders. 60 Knutsford Boulevard, Kingston 5, Jamaica www.jpjamaica.com (876)926-3503 JAMAICA FREIGHT & SHIPPING COMPANY LIMITED
be essential as digital transformation reshapes shipping, with technologies like blockchain and AI impacting the industry. WOMEN LEADING IN MARITIME BUSINESS Sue-Ann Johnston’s appointment marks a watershed moment in Jamaica Fruit and Shipping’s centurylong history.“I’m the first woman,” she states simply, acknowledging her groundbreaking role as CEO. The significance isn’t just about family succession— women remain underrepresented in global shipping leadership, making her position noteworthy in an industry where female executives hold less than 2% of senior maritime roles worldwide. Hamilton’s journey illustrates the magnetic pull of the shipping industry. “I entered the industry some years ago in sales. I remember someone saying to me early on,‘You will either fall in love with shipping, or you will hate it so much that you will leave and never come back,’” she recalls. After seven years, she did leave, but the industry’s grasp on her was too strong to ignore.“Even though I was gone, I was never really gone. I was always trying to find out what was happening in the industry.” Johnston is very complementary towards Hamilton’s work with Jamaica Freight. “She’s doing a great job. She’s had to hold her own,” Johnston observes. “She’s in a very male-dominant industry.”This mutual support between the two female CEOs creates a powerful dynamic in Jamaica’s shipping sector, where women increasingly drive innovation and growth. STRATEGIC VISION AMID GLOBAL UNCERTAINTIES Hamilton is first to admit that along with continued growth, there are challenges ahead that face the shipping industry. “Congestion is one issue that ports in the region and globally are all facing, “ Hamilton clarifies. “It does affect us because vessels then end up bypassing.” Regional ports face similar pressures. Sue Ann Johnston, CEO of Jamaica Fruit ShippingCo. Ltd GSRJ Shipyard gsrj.com.jm info@gsrj.com.jm +1 (876) 618-6240 Connect With Us GSRJ Shipyard is committed to raising the bar for ship repair and maintenance in the Caribbean by delivering safe, high-quality, on-time service at competitive prices, while supporting local growth through strong partnerships, training, and industry development. QUALITY. TOP INDUSTRY STANDARDS 24 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06
Recent regulations may offer potential relief, Hamilton suggests. “We are governed by the local customs act, which is being reviewed and revised. A new customs act was recently tabled in parliament.” “Hopefully that will assist in modernizing our industry.” Government initiatives like the Global Logistics Hub Initiative aim to transform Jamaica into a logistics powerhouse. Hamilton and Johnston are also keeping their eye on other shipping and logistic trends. “Amazon is coming into Jamaica or is in Jamaica— we’re not sure at what level,” Hamilton reveals.“Most players in the shipping industry are somewhat cautious about the entry of that giant into our small market.” E-commerce giants reshape logistics globally, with online sales reaching $6.3 trillion in 2024, fundamentally altering traditional shipping models. Looking ahead, Jamaica Freight is firmly focused 25 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06 JAMAICA FREIGHT & SHIPPING COMPANY LIMITED
on putting mechanisms in place to ensure further success. “We’re looking to get more customers on board,” Hamilton states. “We are looking at how we can target more bulk business and expand our logistics arm.” After more than a century sailing Caribbean waters, Jamaica Fruit and Shipping Company and its subsidiary Jamaica Freight continue adapting to shifting tides. With women at the helm of both companies and strategic investments in technology and people, they position themselves to capture opportunities in an industry where change remains the only constant. 26 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06
27 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06 JAMAICA FREIGHT & SHIPPING COMPANY LIMITED
PREFERRED VENDOR/PARTNER n Assurance Brokers abj@assurancebrokersja.com n Jamaica Producers Group Limited www.jpjamaica.com n German Ship Repair Jamaica Limited www.gsrj.com.jm n Shipping Services Group of Companies www.ssl.com.jm Shipping Services Group delivers vertically integrated logistics solutions refined over three generations. From agent to in-house brokerage, bonded and non-bonded warehousing, and modern WMS, our end-to-end control ensures unmatched efficiency and transparency. With deep local roots and strategic U.S. partnerships, we simplify Caribbean cargo flows with precision and care. n The Shipping Association of Jamaica www.jamports.com Established in 1939, the Shipping Association of Jamaica (SAJ) is a member-based organisation representing terminal operators, stevedoring contractors, and shipping agents - key players in the movement and logistics of cargo through Jamaica’s ports. With over 80 member companies, the SAJ partners with government and industry stakeholders to strengthen the shipping sector. 28 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06
SMALL COM BIG PLANS RJ RUMS & SPIRITS AT A GLANCE RJ RUMS & SPIRITS WHAT: C aribbean craft brewery and spirits blending facility building Jamaica’s first new distillery in 25 years WHERE: K ingston, Jamaica WEBSITE: www.royaljamaican.com 29 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06
MPANY, In an industry where centuries-old distilleries dominate Jamaica’s rum landscape, Rick Anand and his team are building something unprecedented. As co-founder of RJ Rums and Spirits, he’s creating what will become the island’s first new distillery in 25 years, bucking a consolidation trend that has reduced Jamaica’s distillery count from hundreds to just six operating facilities today. “We’re very small and we’re unique in the Caribbean PIONEERING A UNIQUE BREWERYDISTILLERY HYBRID THAT’S PUTTING LOCAL INGREDIENTS ON THE GLOBAL SPIRITS MAP 30 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06
because we’re both a brewery and a blending facility,” Anand explains. “We’re about to build a distillery. We like to think of ourselves outside the box from mainstream competitors.” The company operates from a 22,000-square-foot facility in Kingston, acquired in 2020, with capacity to produce up to 600,000 cases of beer annually. Currently running at 60% utilization, the operation employs fewer than 100 people, with Anand being the only non-Jamaican staff member. “We like to use local ingredients wherever possible,” Anand explains.“Everything has been sort of crafted with that in mind for Brand Jamaica, keeping it small, keeping it craft, and making something a little different than some of the competition.” The approach includes sourcing ginger locally for their signature ginger beer and developing partnerships with local farmers for coconut-based products destined for global export markets. POST-PANDEMIC REALITIES: FROM LOCAL TO GLOBAL The COVID-19 pandemic exposed Jamaica’s tourism dependency while forcing RJ Rums to reimagine its distribution strategy. Before the crisis, Caribbean spirits producers relied heavily on local consumption driven by international visitors, a model that collapsed when travel restrictions eliminated tourist arrivals across the region. “The local market is pretty much solely dependent on tourism. With COVID it showed its ugly head because you lose tourism,” Anand recalls. “Basically, there’s a lot of countries except for the US that weren’t allowed to fly. So, we had to pivot as a small company like everyone else did.” The disruption coincided with broader Caribbean tourism challenges, as the region struggled to maintain visitor numbers that had reached 32.2 million in 2023, representing a 14.3% increase from the previous year. Anand’s response involved strategic geographic diversification. “We realized that you have to look way beyond the Caribbean to get your revenue streams in play to hopefully offset any of these world events,” he says. The company now operates in Canada, Australia, New Zealand, and the United Kingdom, with expansion plans targeting Africa. “We’re trying to go back to the origin of Jamaica. We’re going back to Africa. We’re trying to break into Africa and it’s not easy, but we’re trying to figure out some of those costs and challenges.” BUILDING COMMUNITY THROUGH EMPLOYMENT Jamaica’s employment market offers RJ Rums distinct advantages that contrast sharply with 31 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06 RJ RUMS & SPIRITS
labor shortages plaguing North American markets. While craft distilleries across the United States and Canada struggle with worker retention and rising wage pressures, Anand finds himself in an enviable position within the Caribbean’s abundant talent pool. “We actually are a little bit spoiled in Jamaica. We do have a large, talented employee base, and in most of the Caribbean, not just Jamaica, you’ve got high unemployment,” Anand explains. “So, attracting workers is not a big issue. Finding the right ones that are willing to work, that’s a different story.” The advantage isn’t just about availability. With unemployment rates consistently higher than developed markets, Caribbean employers can access skilled workers who might otherwise migrate to higher-paying regions. 32 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06
RJ Rums has cultivated a relationship-based culture that prioritizes retention over rapid turnover. “Because we’re a small company, we’re less than a hundred people, everybody kind of works together. They understand what needs to be done,” Anand says. “We don’t have layer upon layer in many departments. Everybody pitches in and gets the job done.” The approach proved resilient during the pandemic’s economic uncertainty.“During COVID, we never laid anyone off. We kept everyone on payroll even though we weren’t producing. So, the company took the hit on that.” Long-term employment relationships have become a hallmark of the operation. “Most of our staff stay with us and we have a small turnover every year, but nothing out of the ordinary. We’ve got employees now going on eight to ten years with us,” Anand notes. Brain drain remains a regional challenge, but the company’s community-focused approach has helped maintain workforce stability in an increasingly competitive global labor market. PRODUCT DEVELOPMENT AND MARKET TRENDS RJ Rums positions itself at the intersection of traditional Caribbean rum-making and emerging 33 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06 RJ RUMS & SPIRITS
consumer preferences, particularly the growing nonalcoholic beverage segment. While the global craft rum market expands at 5.9% annually, driven by millennial demand for authentic, premium spirits, Anand recognizes opportunities beyond traditional alcoholic offerings. “The non-alcoholic space is growing, isn’t it? Very much so,” Anand observes. However, Caribbean adoption lags developed markets.“It’s obviously not as popular as some of the more G20 countries, but in the Caribbean and some of the other surrounding countries, it’s catching on, but nowhere near what it is in America or some other markets.”The challenge, however, does not just involve consumer acceptance but production economics and market positioning. “Non-alcoholic products are not necessarily any cheaper. They’re in fact more expensive to produce,” Anand explains.“So,you have to hit the right consumer, and you have to have the right demographics. It’s not something that you’re going to have somebody who’s low on the equity spectrum purchasing nonalcoholics when they could buy something that can give them that sensation of alcohol at a lower price.” Product innovation remains central to RJ Rums’ differentiation strategy. “We’ve got this new ginger
product, which is very unique, because most people drink it as a wine, but we’ve actually said, okay, let’s take it one step further and use things like lemongrass, which we get, and some of the local ginger,” Anand says. The company’s signature packaging includes three-dimensional bottles molded in lion shapes and transparent skull designs.“We are all a small batch. We don’t make anything in our spirit side that’s more than two to three hundred cases at one particular time.” BUILDING JAMAICA’S FIRST NEW DISTILLERY IN 25 YEARS Capital investment represents the next critical phase for RJ Rums as Anand prepares to break ground on what will mark a historic milestone for Jamaica’s spirits industry. While global distillery tourism generates billions in economic impact, with whiskey tourism alone valued at $19.17 billion globally, Jamaica has seen minimal new distillery construction for decades. Let Your Senses Take You There A premier supplier of quality flavours, fragrances and baking ingredients for beverage, baking, confectionary and ice cream manufacturers across the Caribbean. TEASE THE SENSES @caribbeanflavoursjm 226 Spanish Town Road, Kingston 11, Jamaica, W.I. (876) 923-5111 | (876) 923-8777 info@cffjamaica.com www.caribbeanflavoursjm.com “We are getting ready to bring in some investors, and we are going to be building the first new distillery in Jamaica for them in 25 years,” Anand confirms. The project leverages modern technology unavailable to Jamaica’s heritage distilleries, some dating back centuries.“We’re just looking at securing all our funding, trying to get the permits and all the permissions. Once that’s done, then we’re definitely moving forward with building a state-of-the-art distillery.” 35 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06 RJ RUMS & SPIRITS
with a bar and everything else.We’ve got lots of plans coming up, and we hope to be a tourist destination,” Anand says. Kingston Harbor’s strategic location offers unique advantages. “The cruise ships come into Kingston Harbor, which is one of the world’s biggest harbors, and there’s the Bob Marley Museum, and there’s not a lot else. So, we definitely want to be on that firm footing where people could have a chance to see craft beer being made and spirits being distilled.” Sustainability drives much of the facility’s design philosophy. “Technology has changed greatly in the last two years so we are going to be taking advantage of solar power and a lot of new things that have never been around,” Anand explains. “There’s distilleries in Jamaica that have been around for a couple of hundred years, so we’re looking at some new innovation to really advance our product lines.” The ambitious vision will include tourism integration. “We’re even thinking of building an onsite restaurant 36 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06
LIFELONG LEARNING AND COLLABORATIVE CULTURE Anand’s management approach involves authenticity and collaborative leadership driving successful small-batch operations. As global craft rum brands increasingly emphasize heritage narratives and artisanal production methods to attract premiumseeking millennials, RJ Rums builds its culture around inclusive decision-making and continuous learning. “We always say, no matter what, you never stop learning. Especially in our business, there’s always something to be learned from somebody else,” Anand explains. “That doesn’t matter if it’s from our general manager to somebody that cleans our tanks. You should always stop, listen and learn and talk and have an open dialogue and conversation.” The philosophy goes throughout the organization’s flat structure, where hierarchical barriers remain minimal. “We’re not an autocratic type of company. If somebody has something to offer, we stop and listen,” Anand says. “I always, as a company policy, make sure that we include all people that are involved with production or procurement as part of a solution. I think the people that are hands-on understand what really is required on a day-to-day basis.” Brand identity centers on craftsmanship rather than marketing complexity.“Our company logo says it all. The first word in our logo is craft, and that’s what it is. From our people to our craft beers and spirits, that’s the tagline really,”Anand notes.“It doesn’t have to be fancier than that because there is nobody else in our market right now that does that.” Looking ahead, Anand remains focused on sustainable growth within Jamaica’s expanding rum sector. While challenges persist, including supply chain dependencies and competitive pressures from established producers, RJ Rums’ unique positioning as both brewery and future distillery offers distinct advantages in an industry increasingly valued for innovation and authentic Caribbean heritage. 37 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06 RJ RUMS & SPIRITS
PREFERRED VENDOR/PARTNER n Caribbean Flavours & Fragrances Limited (CFF) www.caribbeanflavoursjm.com Caribbean Flavours & Fragrances Limited (CFF) is the leading flavours and fragrance company in Jamaica. Our flavours are of the highest quality, and we are the creator of many of Jamaica’s beverages. In addition, we provide flavours for Jamaican’s leading ice cream and baking companies. Our value proposition is providing technical support as we take the customer from idea to market. 38 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06
WESTSHORE MEDICAL PRIVATE HOSPITAL TECH PRESCRIPTION FOR TRINIDAD AND TOBAGO’S HEALTHCARE CHALLENGES best practices IN HEALTHCARE 39 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06
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TECH PRESCRIPTI AND TOBAGO’S HE CHALLENGES WESTSHORE MEDICAL PRIVATE HOSPITAL AT A GLANCE WESTSHORE MEDICAL PRIVATE HOSPITAL WHAT: A 50-bed private hospital undergoing digital transformation from paper-based systems to AI-powered healthcare delivery WHERE: T rinidad and Tobago WEBSITE: www.westshoreprivatehospital.com DIGITAL HEAL HOW ONE INN 41 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06
ION FOR TRINIDAD EALTHCARE A REGIONAL CROSSROADS Caribbean healthcare is standing at the same fork in the road that banking and telecoms faced a decade ago: go digital or fall behind. Ageing populations, stubbornly high and rising rates of diabetes and hypertension, with medicalcost inflation running above ten percent each year (Mercer Marsh 2024) have stretched every public and private facility from Port of Spain to Bridgetown. Yet basic enablers—electronic health records, integrated patient portals, AI-driven monitoring, image diagnostics—remain very rare. LTH’S TIPPING POINT IN TRINIDAD & TOBAGO: NOVATION-FOCUSED EXECUTIVE IS RE-SHAPING CARE. 42 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06
ONE CHANGE AGENT Enter Stephen King, Chief Strategy and Business Development Officer presently emersed in Trinidadbased health-services who believes that the country—and, by extension, the Eastern Caribbean— can leapfrog this technology gap the way mobile payments leapfrogged fixed-line banking. King, a former chief-operations officer turned digitalstrategy lead, is spearheading a programme that swaps paper charts for open-source EMRs, pushes diagnostics into the home via connected devices, and re-imagines insurance so prevention gets paid for up-front. “We’ve spent 20 years treating chronic illness only after it lands in emergency,” King says. “Digital tools let us flip that script—screen early, guide patients online, and share the data so insurers actually save money.” FROM PORTAL TO PLATFORM Instead of launching another static informational website, King’s team is building what he calls a “patient-centric health platform.” Backed by a secure cloud stack, the portal asks visitors to start with symptoms, not specialty lists, then walks them through risk-factor questionnaires tailored to the region’s top Non-Communicable Diseases (NCD) burdens. The aim is to incorporate AI engine triages each user to the right testing bundle or tele-consult; results flow straight into a personal health vault of Electronic Health Records patient can carry to any public-sector clinic, reducing time and cost to patients of double testing. The Inter-American Development Bank estimates that fifteen percent of deaths in low- and middleincome countries could be prevented through such digital pathways. King’s roadmap aims higher: move the needle on late-stage cancer and uncontrolled diabetes that currently drive the lion’s share of catastrophic claims. A LIVING LABORATORY To prove the model works, King launched a company owned Family Medicine Clinic early last year— breaking from the tenant-doctor structure that dominates Caribbean private practice. There he rolled out OpenEMR (chosen for its active opensource community) and piloted speech-to-text notetaking, remote point-of-care diagnostics, and virtual nurse check-ins. RETHINKING INSURANCE Perhaps King’s boldest move is a wellness approach developing with a major regional insurer. Instead of reimbursing only when disease strikes, the rider funds a cottage of wellness diagnostics with lab panels and risk-aligned tele-health coaching. It is early in the life and growth, but actuarial runs 43 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06 WESTSHORE MEDICAL PRIVATE HOSPITAL
suggest a twenty-five percent drop in late-stage treatment costs—savings the insurer can share back to employers. TECHNOLOGY THAT PAYS FOR ITSELF King admits the Caribbean’s capital budgets often stall big-bang technology upgrades, so he is negotiating subscription-based deals—turning ultrasound machines, cloud analytics and even patient monitors into “pay-per-use” services that stay evergreen. “We can’t buy our way to world-class care in one cheque,” he argues. “But we can rent the innovation cycle—stay current, spread the cost, and prove ROI every quarter.” A PERSONAL DRIVER The crusade is more than professional. King’s own prostate-cancer journey exposed the shortage of minimally invasive options, robotic or proton radiant treatment, in local hospitals. Watching nurses’ hand-write vitals every hour convinced him that electronic vital history, with predictive monitoring— commonplace in the U.S. and Singapore—belongs high on the basic agenda. Premier hospitals of the Caribbean face an 44 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06
existential choice: embrace digital transformation or risk obsolescence. At Westshore Medical Private Hospital in Trinidad, Stephen King embodies this urgency.The 61-year-old Chief Operations and New Business Development Officer describes himself as “not the typical baby boomer,” and his ambitious plans prove it. While the region grapples with a 10-year lag in digital health fundamentals, King is architecting a radical departure from traditional hospital operations. “It’s interesting for me that where I sit is between the technology business and developing new businesses and services,” says King, whose title change in 2024 signals Westshore’s strategic pivot. “Recently the board changed my title from Chief Operations Officer to Chief Operations and Business Development Officer, which is important because it’s a very different focus. Instead of looking at the facilities, we are really looking at the business, its efficiencies, systems, and how to differentiate West Shore. Services, patient experience and Outcomes” The hospital’s current state reveals the magnitude of change ahead; there is a high dependency on paperbased systems.“EMR,online scheduling,telemedicine, nothing, zero,” King states bluntly about the private and public hospital technological infrastructure after more than five decades of operation. This gap becomes more striking considering Trinidad and Tobago’s relatively high financial inclusion rate of 80.8 percent, well above the Latin American and Caribbean average, and the government’s establishment of a dedicated Ministry of Digital Transformation in 2021. FROM PAPER TO ONLINE PORTAL West Shore’s digital transformation centers on an ambitious portal that reimagines patient 45 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 06 WESTSHORE MEDICAL PRIVATE HOSPITAL
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