86 May 2015 - Business View Caribbean
BEST PRACTICES IN BUSINESS
they’ve seen challenges and they’ve adapted, and they
make sure their local partners adapt as well. We’re
very well steered to handle any future development or
any changes.”
The Trinidadian operation has a permanent workforce
of 109, Singh said, though the employee number can
spike to as high as 140 or 150 with temporary hires
during plant turnarounds. The local footprint consists
of a single facility in Trinidad, though the business is
also charged with handling customers in Barbados,
Suriname, Guyana and French Guiana.
Roughly 96 percent of business is done with Trinida-
dian customers, Singh said, primarily because the
industrial sector is “much more developed” than the
others in the region. The primary revenue drivers, he
said, stem from relationships built within the oil/gas
and petrochemical industries.
“We deal with all industries,” he said.
“And they all have different models, different struc-
tures and different systems in terms of how they’re or-
ganized. Sometimes you’re dealing with an oil and gas
