TRINIDAD & TOBAGO ECONOMIC DEVELOPMENT NOV 2025 VOL 12 BUSINESS VIEW CARIBBEAN ALSO IN THIS ISSUE MINISTRY OF PLANNING, ECONOMIC AFFAIRS AND DEVELOPMENT • MASSY GAS PRODUCTS
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 11
EDITOR’S NOTES WIth the end of the year fast approaching, it is a time to take stock and align business visions with a new fiscal year ahead. Along the Caribbean shores, this is exactly what is taking place as organizations turn their focus to 2026. With tourism and construction at peak numbers and economic growth on the beautiful Caribbean horizon, the last few months of 2025 are set to be productive and successful ones. Our current issue continues to bring you unparalleled features of some of the up and coming companies dotting the islands to wellestablished business leaders in their economic sectors- November’s edition is no exception. We had the opportunity to sit down with Insepra Ltd to turn the tap towards its current business growth and planned initiatives ahead. Not to be overshadowed, we sat down with Massy Gas to discuss supply chain issues, and the economic picture to round out the fall months. We also had a front row view of the second-to-none woodworking craftsmanship of Trinidad and Tobago Woodworking Specialists Ltd. as it continues to carve its niche as a top island business success story. The region’s business, construction and tourism is thriving and those we were privileged to profile gave us a taste of this continued success. 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 November 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 11
VOLUME 12, ISSUE 11 15 MASSY GAS PRODUCTS Expanding Capacity and Advancing Innovation Across the Caribbean COVER TRINIDAD & TOBAGO ECONOMIC DEVELOPMENT 2 EDITOR’S NOTES 7 OPENING LINES BEST PRACTICES IN ENERGY, OIL AND GAS MASSY GAS PRODUCTS 15 3 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 11
27 INSEPRA A Caribbean Success Story Built on Reliability 37 TRINIDAD & TOBAGO WOODWORKING SPECIALISTS A heritage of Woodworking Expertise BEST PRACTICES IN MANUFACTURING 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. INSEPRA 27 49 MINISTRY OF PLANNING, ECONOMIC AFFAIRS AND DEVELOPMENT A Strategic Vision for a Sustainable and Competitive Trinidad and Tobago GOVERNMENT AND PUBLIC SECTOR 4 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 11
Business View Caribbean provides media coverage for organizations operating within select industries. Our publication satisfies the need for industry-specific information and intel on key businesses across the Caribbean! Get BVC delivered straight to your inbox. Get updates on the latest business news. 100% FREE to subscribe! We respect your privacy, now & always. Click below to sign up for a FREE SUBSCRIPTION to Business View Caribbean and get each new issue sent directly to your inbox! SUBSCRIBE STAY INFORMED WITH CORE BUSINESSES FROM THE CARIBBEAN
ONTARIO WELCOMES $3.2 BILLION INVESTMENT BY VIANODE IN ST THOMAS Source: www.caribbeannewsglobal.com, News Editor, First Published Nov 21st, 2025 The Ontario government has secured an investment of $3.2 billion from Vianode, a leading global manufacturer of synthetic graphite, to establish a new, state-of-the-art facility in St Thomas. The investment marks Vianode’s entrance into the North American market and is a major milestone in the government’s plan to build the most competitive, resilient and self-reliant economy in the G7, helping to protect Ontario’s economy and Ontario workers in the face of tariffs and economic uncertainty.Vianode’s investment will create nearly 300 new, good-paying jobs in its initial phase, with 1,000 jobs expected once the facility is at full operational capacity, generating broad economic benefits across southwestern Ontario. “Thursday’s announcement is a historic milestone for Opening Lines 7 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 11
systems, steelmaking and other strategic industries. By onshoring production, Ontario is not only creating positions at the St Thomas facility but enabling tens of thousands of additional jobs across the supply chain, from mining and refining to battery manufacturing, research, transportation and advanced manufacturing. The government’s investment will anchor a domestic ecosystem that strengthens Ontario’s industrial capacity and long-term economic resilience. southwestern Ontario and a major win for workers, creating good-paying manufacturing jobs today and for generations to come,” said premier Doug Ford. “We’re proud to welcome Vianode to St Thomas as we strengthen our province’s competitive advantage in a critical industry and build the most competitive, resilient, self-reliant economy in the G7.” Synthetic graphite is essential to EV batteries, nuclear reactors, semiconductors, aerospace and defence 8 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 11
Source: www.caribbeannewsglobal.com, News Editor, First Published Nov 21st, 2025 When hurricane Melissa hit Jamaica with catastrophic force on October 28, Category 5 winds and storm surge tested the island’s capacity to endure and recover, including the robustness of its health facilities. In the aftermath, more than 450,000 people remained without electricity, and roughly 75 percent of the hospitals and clinics in the affected areas sustained major damage and were rendered inoperable. Amid the wreckage and floods, three health facilities in the hurricane’s path stood out among the rest: The Mandeville Comprehensive Health Centre, the Santa Cruz Health Centre, and St Ann’s Bay Hospital. Each of the three facilities had received significant structural and resilience upgrades, including roof repairs or replacements, hurricane-rated windows and doors, and backup systems for energy and water, such as solar panels, generators, and rainwater-harvesting capacity. The improvements were carried out under the Smart Hospitals Initiative, implemented by PAHO in collaboration with Jamaica’s ministry of health and with funding from the United Kingdom. Over the last five years, 12 health facilities in Jamaica have been retrofitted to varying degrees—including four Smart Hospitals fully upgraded to gold standards and eight that received small to medium interventions. “NO ORDINARY HURRICANE” It took six days after the passage of Melissa for the Santa Cruz Health Centre to reopen, but the delay had nothing to do with the facility, which is located in the St Elizabeth Parish, not far from where the hurricane made landfall. “Before anything, let me tell you that this was no ordinary hurricane,” explains Sean Brissett, the manager of health services in St Elizabeth. “All of our roads were blocked. We were totally inundated.” When health workers finally arrived on Monday, November 3, remarkably, the facility that serves a population of SMART HOSPITALS IN JAMAICA DEMONSTRATE HEALTH SYSTEM RESILIENCE 20,000 showed little wear and tear.They used the back-up generator for power and opened doors to the public.The hurricane made the health center’s water supply system inoperable, so they relied on the water tanks installed under the Smart Hospitals program. “You could never predict it, but the rainwater tanks were key to staying open, for washing hands, for patients, for bathrooms,” Bissett said. Right away, the health facility was able to treat the injuries of people who had been sheltering in place for the past week. It continued providing routine services, including pre and postnatal care for expecting mothers as well as dental services.This capacity became increasingly important as hospitals in the area directed patients to Santa Cruz. “We were all surprised to see the damage by the hurricane, but this health center stood strong, thanks to 9 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 11 OPENING LINES
the retrofitting by PAHO,” Bissett said. WAITING FOR THE CALM AFTER THE STORM In the days following the hurricane, the fully retrofitted St Ann’s Bay Hospital, located on the north coast, became a critical lifeline in the area. The hurricane caused only minor damage to the hospital’s structure, and the majority of services remained safe and operational. Storm surge flooding led the hospital to close a 25-patient overflow ward and the dietary ward, which is responsible for providing meals to patients. Already a busy regional facility, St Ann’s Bay Hospital is now operating above capacity as storm-damaged hospitals across the island redirect patients. With the devastation to Falmouth public hospital and others functioning at reduced levels, St Ann’s Bay has absorbed a surge of transfers while still caring for its usual caseload. Despite the sustained gales of 185mph, the Mandeville Comprehensive Health Centre, located in Manchester, also kept its doors open to a community reeling from the disaster. Built to withstand Category 3 hurricane wind forces, the health center roof stayed intact, and the facility showed no visible structural impacts in the face of the Category 5 storm. The solar panels were undamaged, permitting the clinic to access a power supply and continue providing care throughout the emergency. “Jamaica, like other Caribbean countries, is at risk for severe impacts from disasters, including hurricanes, earthquakes, floods, and new and emerging diseases, which have been observed with increasing scale and frequency in the region over the last decade,” explains Ian Stein, PAHO’s country representative in Jamaica.“Resilient health systems start with resilient facilities. By investing in Smart Hospitals, we can safeguard the continuity of care, even in the worst emergencies.” A MODEL FOR CLIMATE-RESILIENT HEALTH INFRASTRUCTURE The Smart Hospital model, which builds on the flagship Safe Hospital Initiative and incorporates green technologies to strengthen energy self-sufficiency and reduce health carbon footprint, was first piloted in 2012 in Saint Vincent and the Grenadines and in Saint Kitts and Nevis. Since then, it has grown into one of PAHO’s most successful regional partnerships. Dr Marion Bullock DuCasse, who works for PAHO in Health Emergencies in the Caribbean, oversaw the coordination of the Smart Hospitals initiative in Jamaica. “By evaluating and upgrading structural, non-structural, functional, and green components, we strengthened the ability of these facilities to withstand major disasters,” she explained.“Hurricanes Beryl (2024) and Melissa have proven how Smart retrofitting helps keep essential care available for communities when it is needed most.” In the Caribbean, a total of 62 Smart health facilities have benefitted from smart retrofitting interventions in Belize, Dominica, Grenada, Guyana, Haiti, Jamaica, Saint Lucia and Saint Vincent and the Grenadines, with financial support from UK Aid, the European Union, and the International Development Bank (IDB). Its success has become a benchmark for protecting lives in a changing climate. Building on the successful experience in the Caribbean, PAHO is now working to expand the Smart Hospitals initiative in the region, beginning with the adaptation of its tools to other areas of the Americas. 10 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 11
Source: www.caribbeannewsglobal.com, News Editor, First Published Nov 2otht, 2025 Given the shift in United States trade policy this year, governments in the region should diversify their trade relations and strengthen regional integration, according to the latest annual report by the Economic Commission for Latin America and the Caribbean (ECLAC) on the region’s trade performance, which was presented today. In the report entitled International Trade Outlook for Latin America and the Caribbean 2025: International trade in a new era of weaponized interdependence – unveiled at a press conference by the United Nations regional organization’s executive secretary, José Manuel Salazar-Xirinachs – ECLAC recommends that countries avoid adopting measures that could increase uncertainty in a context marked by major disruptions and geopolitical tensions in world trade. In its three chapters, the document details the recent evolution of the region’s trade along with projections, analyzing in particular the impact that the new United States trade policy has had on the region’s countries. It also analyses the challenge of increasing the technology intensity and advanced human capital intensity of goods and services exports from Latin America and the Caribbean. According to the document, as a result of the various tariff hikes implemented by the United States since February 2025, Latin American and Caribbean countries face, on average, an effective tariff rate of around 10 percent in that country, which is 7 percentage points lower than the average imposed globally. The highest average tariff is faced by Brazil (33%), followed by Uruguay (20%) and Nicaragua (18%). Mexico is subject to an average effective tariff of 8 percent, since the majority of its exports enter tariff-free, either because they benefit from the Agreement between the United States of America, the United Mexican States and Canada (USMCA) or because they are exempted from the hikes. Overall, the countries of Latin America and the Caribbean CARIBBEAN COUNTRIES SHOULD DIVERSIFY THEIR TRADE RELATIONS AND STRENGTHEN REGIONAL INTEGRATION face lower tariffs in the United States than several of that country’s main trading partners, particularly from Asia. This situation creates opportunities for trade diversion in favor of the region’s exports, in sectors such as clothing, medical devices and agro-industry, ECLAC indicates. Meanwhile, there is evidence that the uncertainty generated by the changes in US trade policy is affecting Foreign Direct Investment (FDI) flows to the region, especially in sectors that account for a large share of exports to that market, the report states. In the first half of 2025, FDI project announcements in the region totaled $31.374 billion, down 53 percent from the same period in 2024 and 37 percent lower than the 2015-2024 average. To address this situation, ECLAC recommends that the region’s countries deepen their trade relations with partners such as China, the European Union, India, the Association of Southeast Asian Nations (ASEAN), the Cooperation Council for the Arab States of the Gulf, and the African Continental Free Trade Area. In addition, it 11 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 11 OPENING LINES
recommends strengthening regional integration in areas such as infrastructure, trade facilitation and regulatory convergence. REGIONAL TRADE PERFORMANCE IN 2025 The International Trade Outlook for Latin America and the Caribbean 2025 report indicates that the value of regional goods exports from Latin America and the Caribbean will grow by 5 percent in 2025, similar to the increase seen in 2024 (4.5%).This projected expansion is attributed to a 4 percent increase in the volume exported and a 1percent increase in prices. Meanwhile, the region’s imports are seen rising by 6 percent, as a result of a 7 percent increase in volume and a 1 percent decline in prices. Among the region’s main trading partners, China is expected to account for the biggest export increase by value in 2025, with regional shipments to that country rising by 7 percent, due mainly to growth in the sales of meat and soybeans as well as higher prices for minerals such as copper. Exports to the European Union are seen growing by 6 percent, and those to the United States by 5 percent. With regard to intraregional trade, it is expected to grow by around 1percent. Because extraregional shipments are forecast to experience more dynamic growth than those within the region, the intraregional trade ratio is seen declining slightly, from 14 to 13 percent. Meanwhile, it is estimated that the value of regional services exports in 2025 will rise by 8 percent, which is one percentage point below the growth registered in 2024. Despite this, these exports continue to outpace goods exports in value terms. TECHNOLOGY INTENSITY AND ADVANCED HUMAN CAPITAL INTENSITY In its third chapter, ECLAC’s annual report explains that the production and exportation of high-technology or human capital-intensive goods and services is a key factor for driving productivity and competitiveness.The production of high-technology goods has a multiplier effect on economic growth and skilled job creation. The same is true of trade in services, in particular modern services (that are digitally delivered). Increased internationalization of these sectors could help to overcome the trap of low capacity for growth affecting the region. However, the report concludes that the region’s participation in these segments continues to be limited. Its share in the global export of high-technology goods systematically remained below 5 percent, and in the case of modern services, below 2 percent. On a regional level, Mexico accounts for 85 percent of the export of hightechnology manufactures, while Brazil leads in the area of modern services (33%). The current context of redefined globalisation and reconfigured global value chains – in which the dispute for leadership in strategic industries and technologies plays a central role – opens up new opportunities for the region to reposition itself in knowledge-intensive markets. To this end, ECLAC recommends a dual strategy: fostering productive policies that would increase regional participation in advanced goods and services exports, while also strengthening the institutional capabilities needed to design, coordinate and sustain these policies, in their technical, operational, political and prospective dimensions (TOPP capabilities). 12 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 11
MASSY GAS PRODUCTS EXPANDING CAPACITY AND ADVANCING INNOVATION ACROSS THE CARIBBEAN best practices IN ENERGY, OIL AND GAS 13 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 11
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EXPANDING CAPACIT ADVANCING INNOVAT ACROSS THE CARIBB MASSY GAS PRODUCTS AT A GLANCE MASSY GAS PRODUCTS WHAT: A critical supplier of oxygen, nitrogen, argon, and carbon dioxide to industries and healthcare providers throughout the region WHERE: T rinidad & Tobago WEBSITE: www.massygasproducts.com SOLIDIFYING REGIONAL LEADERSHIP IN INDUSTRIAL AND GASES THROUGH STRATEGIC ACQUISITION, DIGITAL TRAN AND A STEADFAST COMMITMENT TO SAFETY. 15 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 11
TY AND TION BEAN In the dynamic world of industrial gases, Massy Gas Products (Trinidad) continues to set the standard for operational excellence, technological innovation, and sustainable growth across the Caribbean. Part of the expansive Massy Group, the company serves as a critical supplier of oxygen, nitrogen, argon, and carbon dioxide to industries and healthcare providers throughout the region—and increasingly into Latin America. Since Business View last profiled the company, Massy Gas has undergone a period of exceptional transformation. Chief among these milestones was the 2023 acquisition of Air Liquide Trinidad and Tobago, a strategic move that strengthened its supply chain, deepened backward integration, and solidified the company’s export platform. “By purchasing Air Liquide Trinidad and Tobago, we deepened our supply chain and reduced MEDICAL NSFORMATION, 16 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 11
dependency,” explains Marlon Millet, CEO of Massy Gas Products. “That integration has created real efficiency and positioned us strongly for export growth.” Following the acquisition, the two entities were fully integrated under a single management framework by April 2025, marking the completion of one of the company’s most ambitious operational transformations to date. The merged entity now operates with improved efficiencies, streamlined logistics, and a unified approach to customer service and market development. At the same time, the company expanded its CO₂ plant capacity by 25 percent, capitalizing on Trinidad’s access to competitively priced ammonia feedstock. The expansion has not only improved production efficiency but also bolstered Massy Gas’s export competitiveness, giving it a cost advantage in key regional markets. Today, the company exports to 30 markets throughout the Caribbean Basin and South America, supplying industrial, commercial, and medical clients with vital gases that power manufacturing, energy, and healthcare systems. DIGITAL TRANSFORMATION DRIVING EFFICIENCY AND SAFETY Massy Gas’s recent journey has been marked by a comprehensive digital transformation initiative, designed to enhance automation, improve safety, and strengthen quality control. Internally, the company upgraded its ERP system and integrated digital dashboards that provide realtime performance visibility across its operations. These systems have significantly reduced manual work, eliminated duplication, and improved overall reporting accuracy. One of the most notable innovations is the introduction of Track, a digital cylinder tracking system that provides full visibility into cylinder movement, maintenance status, and customer allocation. “Our automation and digital tracking initiatives give us visibility across every cylinder, every tank, and every customer site,” Millet notes. “That improves efficiency, quality, and—most importantly—safety.” The company also installed GPS tracking on delivery tankers and implemented remote monitoring of customer inventory levels, particularly for bulk oxygen 17 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 11 MASSY GAS PRODUCTS
clients. These smart systems automatically signal when tank levels approach minimum thresholds, ensuring reliable and proactive replenishment. Safety remains the company’s guiding principle. With enhanced digital reporting, Massy Gas can now identify emerging risks, manage action plans, and monitor compliance with greater accuracy.The result is a safer working environment for employees and a higher level of reliability for customers. “Safety first—always,” Millet emphasizes. “Every investment in technology ultimately supports safety and quality.” 18 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 11
NAVIGATING LOCAL MARKET REALITIES While Trinidad remains a key industrial hub for the region, the country’s current natural gas constraints have posed challenges for many manufacturers. Massy Gas, whose nitrogen customers include major industrial operations at the Point Lisas Industrial Estate, has been closely monitoring these developments. “There’s a challenge in the local market with natural gas supply,” Millet explains.“But we’re optimistic. By 2027, new upstream projects are expected to come online that will ease those constraints.” Despite the headwinds, Massy Gas’s diversified export portfolio has provided stability and resilience. With a strong foothold in 30 export destinations, the company continues to balance local supply with international demand, ensuring a steady flow of product and revenue across multiple economies. RESILIENT SUPPLY CHAIN ACROSS THE REGION Global supply chains have undergone turbulence over the past several years, but Massy Gas reports that conditions have largely stabilized since the pandemic.The company continues to face increased shipping and import costs in some markets, but the regional trade network it serves—spanning the Caribbean and Latin America—offers significant logistical advantages. “Our supply chain is much stronger now,” Millet notes.“We still experience some cost pressures, but overall reliability has improved, especially within the Caribbean network.” 19 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 11 MASSY GAS PRODUCTS
INVESTING IN CAPACITY AND LOCAL TALENT Massy Gas’s growth is supported by an active capital investment program aimed at expanding production and strengthening its long-term export capabilities. The company’s 2025 CO₂ expansion was just one of several initiatives in progress, with feasibility studies underway for additional argon capacity increases and continued CO₂ production upgrades. Operating from Trinidad, the company’s workforce is entirely local—an achievement that underscores its commitment to national development and skills training. Massy Gas Trinidad is part of a broader portfolio that includes operations in Jamaica, Guyana, and Colombia, but the core of its human capital remains homegrown. “We take great pride in running a world-class operation with local talent,” Millet describes. “Our team in Trinidad drives success across 30 markets.” COMMUNITY, ESG, AND THE NEXT GENERATION Beyond its operational success, Massy Gas continues to make a significant impact through its Environmental, Social, and Governance (ESG) programs.The company’s community outreach efforts are aligned with the UN Sustainable Development Goals, emphasizing education, youth development, and social equity. Massy Gas has adopted two local schools, supporting literacy programs, facility upgrades, and extracurricular development. The company also contributes to children’s homes and communitybased projects, providing financial and in-kind support for initiatives that improve lives at the grassroots level. Perhaps most impactful is the company’s ongoing 20 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 11
internship program, which offers practical work experience to students and recent graduates. These internships provide exposure to industrial operations, engineering, logistics, and business management— and often lead to full-time employment. “We’re investing in our young people because they’re the future of this business,” Millet says. “It’s about building capacity for the next generation.” This commitment to workforce development is particularly timely, as industries across the globe face demographic shifts and skill shortages. Massy Gas’s proactive approach ensures a pipeline of qualified, motivated professionals ready to take the reins in years to come. LOOKING AHEAD: DIGITIZATION, AI, AND CYBERSECURITY With eyes firmly on the future, Massy Gas is advancing its digital roadmap—expanding automation, exploring artificial intelligence applications, and maintaining a strong focus on cybersecurity. “We plan to continue integrating digitization into every aspect of our business,” Millet explains. “Automation, AI, and data-driven safety systems will help us improve operations, quality, and efficiency.” In an era of increasing cyber threats, the company has invested heavily in both technology and training. Regular vulnerability assessments by third-party firms identify areas for improvement, while quarterly employee cybersecurity training ensures awareness and vigilance. 21 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 11 MASSY GAS PRODUCTS
“Cybersecurity is non-negotiable,” Millet emphasizes. “We conduct regular assessments and training to protect our people, our data, and our customers’ trust.” A SUSTAINABLE PATH FORWARD As Massy Gas Products looks ahead to the next phase of its evolution, its strategy remains clear: expand capacity, strengthen exports, and enhance digital and operational excellence, all while keeping safety, community, and sustainability at the core of its mission. Through continuous investment, innovation, and empowerment, the company is shaping a resilient and technologically advanced industrial gas sector in the Caribbean. From its roots in Trinidad to its expanding reach across South America, Massy Gas Products stands as a model of what regional leadership looks like in a modern, responsible, and forward-thinking enterprise. “With expansion, efficiency, and empowerment at the forefront,” Millet concludes, “Massy Gas Products is charting a course for sustained growth across the Caribbean and beyond.” 22 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 11
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PREFERRED VENDOR/PARTNER n Olympic Manufacturing Limited oml@rahamutgroup.com Olympic Manufacturing Limited was established to specifically manufacture and market the Olympic Tamper-Evident Seal for various types of LPG cylinder valves. Over the years, the company has grown and expanded its product line to include the supply of LPG and industrial cylinders, valves, regulators, and other LPG accessories. n Process Management Limited, A Puffer Company www.pml.co.tt Process Management Limited, a Puffer Company, has been a total solution provider of process automation, valves, instrumentation, and reliability solutions for over 30 years. We are the local business partner of Emerson in Trinidad & Tobago, Barbados and Suriname. Our markets include Upstream Oil & Gas, Midstream & Refining, Petrochemical, Power & Water, Metals & Mining, Food & Beverage. 24 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 11
INSEPRA A CARIBBEAN SUCCESS STORY BUILT ON RELIABILITY best practices IN MANUFACTURING TRINIDAD & TOBAGO WOODWORKING SPECIALISTS A HERITAGE OF WOODWORKING EXPERTISE 25 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 11
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A CARIBBEAN SUC BUILT ON RELIABI INSEPRA AT A GLANCE INSEPRA WHAT: A leading advanced technology and after sales support company that is the trusted name in the region WHERE: Trinidad & Tobago WEBSITE: www.insepra.com 27 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 11
CCESS STORY ILITY From its base in Trinidad & Tobago, Insepra Limited has quietly become one of the most trusted industrial partners across the Caribbean. The company’s specialty, coding, marking, packaging, and inspection solutions, serves a wide range of clients in the pharmaceutical, tobacco, food and beverage, and general industrial sectors. But what truly sets Insepra apart is not only the advanced technology it delivers, but the service philosophy behind it: a promise of responsiveness, reliability, and partnership. KEEPING CARIBBEAN PRODUCTION LINES MOVING THROUGH SERVICE-FIRST CODING AND PACKAGING SOLUTIONS 28 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 11
“If a line is down, production targets suffer. Our promise is immediate support—hours, not weeks,” explains Ryan Alexander, Operations Manager with Insepra. When a manufacturer’s production line grinds to a halt because a printer or coding system fails, every minute counts. Insepra’s model is built around this understanding. The company not only provides the technology but also the infrastructure, logistics, and technical expertise to keep production running seamlessly. FROM SMALL BEGINNINGS TO REGIONAL LEADERSHIP Founded in 2002, Insepra began its journey as a provider of industrial adhesives for manufacturers. The team’s early success opened doors to new possibilities, and soon the company made a strategic pivot from moving into machinery, with an initial focus on traceability, coding, and marking solutions. The shift represented a turning point. Starting with just three printers in its first year, Insepra’s strong emphasis on service quickly helped it scale to over 20 installations within twelve months. Within a few years, the company had become the preferred partner for Domino coding and marking technology, covering the entire English-speaking Caribbean. As trust and capacity grew, so too did its regional footprint.Today its operations span English, Spanish, French, and Dutch territories throughout the Caribbean Basin. Now, with more than 600 printers installed across the islands and a nearly 100% customer retention rate, Insepra is recognized as the region’s go-to source for both reliable equipment and dependable after‑sales support. “We finance, install, and stand behind the equipment— so customers hit and surpass their targets,”Alexander states. A SERVICE MODEL BUILT ON CUSTOMER PAIN POINTS When Insepra entered the coding and marking industry, the dominant customer complaint was poor service. Competitors often sold equipment and disappeared, which left manufacturers waiting weeks for repairs. Insepra saw the gap and designed a business model to close it. The model is built on Rapid Response: The company guarantees on‑site service within hours, minimizing downtime and safeguarding production targets. Insepra also provides Inventory Assurance, by 29 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 11 INSEPRA
maintaining a three‑ to six‑month supply of stock, Insepra ensures that replacement parts and consumables are always available. The company also offers Backup Systems. If an issue can’t be resolved immediately, Insepra provides a replacement printer within two hours, preventing costly shutdowns. This combination of availability, flexibility, and accountability has earned the loyalty of clients across the region. As Alexander explains, “We built our name on support. It’s the reason customers stay with us year after year.” FINANCING THAT FUELS GROWTH One of Insepra’s most innovative strategies has been 30 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 11
its equipment financing model. Recognizing that many manufacturers operate on limited budgets, the company developed a system that allows clients to use advanced coding and marking technology without large upfront costs. Insepra assumes the capital risk, providing both the equipment and the service plan, while recouping costs through structured payments. This approach not only expands accessibility but also aligns Insepra’s success directly with its customers’. “If they grow, we grow,”Alexander notes.“Our success allow us to invest in service, and the returns are long-term partnerships.” INVESTING IN PEOPLE AND SKILLS Behind the machines and logistics network is a team driven by expertise. Insepra’s workforce is constantly evolving, supported by continuous training programs in the UK, Mexico, and the United States. Engineers and technicians are trained on the latest hardware and software updates to ensure that the company 31 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 11 INSEPRA
remains a step ahead of competitors. To sustain its talent pipeline, Insepra runs an internship program that develops individuals to succeed throughout different departments within the organization. “We always have a few interns shadowing our staff,” Alexander explains.“When we land a new account or scale operations, those interns are ready to step in as full engineers.” “Machinery is only as good as the team behind it,” Alexander explains. EXPANDING MARKETS AND ADAPTING TO LOCAL NEEDS Insepra’s reach extends from Cuba down to Venezuela, with operations across the entire Caribbean. But regional success hasn’t come from a one-size-fits-all approach. Each island’s market is distinct, culturally, linguistically, and economically, so Insepra tailors its strategies accordingly. In the Dominican Republic, the company operates through a sub‑distributor with its own sales and service team. In Jamaica and Cuba, Insepra employs its own local staff to maintain close customer relationships and deliver real-time support.“Business cultures vary island to island,” Alexander says. “We adapt our structure and investments to fit each market’s reality.” RIDING A WAVE OF STRONG GROWTH Despite global disruptions, Insepra has shown impressive resilience. Since the pandemic, the company has experienced 44–45% growth, and
STRENGTHENING INFRASTRUCTURE AND EXPANDING CAPABILITIES Insepra is not just growing its customer base—it’s building the capacity to sustain that growth. Over the past year, the company has undertaken a series of infrastructure and workforce investments that include upgrading storage facilities to accommodate higher stock volumes, the improvement of the service area, designing processes for better workflow, lighting, and technician efficiency as well as increasing its hiring within the sales and technical teams, with it expects to grow another 30% this fiscal year. That momentum is fueled by strategic investment, customer trust, and an agile business model. Internally, Insepra’s leadership team conducts five, ten, and fifteen‑year strategic reviews to chart the company’s direction. With two and a half years remaining in the cycle, the company is on pace to exceed its targets. 33 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 11 INSEPRA
DIGITAL TRANSFORMATION: E‑COMMERCE AND ENGAGEMENT Digital strategy has become a vital component of Insepra’s expansion. The company recently launched a localized e‑commerce platform in Trinidad & Tobago, enabling customers to order consumables and smaller printers online. Within weeks, this platform will expand regionally to cover the broader Caribbean market. Beyond e‑commerce, Insepra is using software to more rigorous recruitment using an external HR consultant and onboarding process to shorten ramp times. The company has also added a larger backup fleet of printers, ensuring replacements can be dispatched instantly. These investments are complemented by datadriven internal reviews. Each quarter, Insepra’s leadership assesses its financing commitments, cash flow, and regional performance to keep the business sustainable while continuing to scale. 34 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 11
improve internal efficiencies along with digital tools to deepen relationships with existing clients. Webinars are held to help customers stay informed about the latest technology updates and efficiency solutions. The company also leverages LinkedIn for industrial networking, and Instagram and Facebook for brand storytelling and community outreach. MANAGING SUPPLY CHAIN UNCERTAINTY The COVID-19 pandemic created unprecedented challenges for manufacturers worldwide, and the Caribbean was no exception. Supply chains were stretched thin, and freight costs skyrocketed. Insepra met these challenges by ensuring their export customers always had an adequate supply while also increasing our inventory to manage local demand to shield customers from disruptions. “Our goal was to make sure our clients never felt the pinch,”Alexander recalls.“We took the hit temporarily, then restructured pricing once stability returned.” That strategy paid off. While competitors struggled, Insepra maintained consistent deliveries and even grew its market share. Today, with shorter delivery times and optimized shipping routes, the company is more profitable and resilient than ever. LOOKING AHEAD: A VISION FOR THE NEXT DECADE As Insepra looks to the future, its focus is on brand recognition, portfolio diversification, and deepening regional and international presence.The leadership team wants the name “Insepra” to resonate not only within manufacturing but across every Caribbean industry that values operational reliability. Alexander points to some upcoming plans that span the desire to expand product lines, penetrate untapped markets within existing territories as well as further enhance brand visibility through strategic partnerships. “We want Insepra to be a name recognized across industries - synonymous with reliability and innovation,” Alexander concludes. 35 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 11 INSEPRA
PREFERRED VENDOR/PARTNER n C&F Industrial www.cyfindustrial.com 36 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 11
A HERITAGE OF WOODWORKING EXPERTISE TRINIDAD & TOBAGO WOODWORKING SPECI AT A GLANCE TRINIDAD & TOBAGO WOODWORKING SPECIALISTS WHAT: A Leading and diversified woodworking manufacturer serving residential, commercial, and regional markets WHERE: T rinidad & Tobago, Caribbean region WEBSITE: www.ttws.co.tt CRAFTING TRADITION AND INNOVATION IN TRINIDAD & TOBAGO 37 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 11
G IALISTS In the heart of Trinidad & Tobago’s manufacturing sector, TT Woodworking Specialists (TTWS) has quietly built a reputation as one of the region’s most skilled woodworking companies. Founded in 1977 by Orlando Allen’s father, Patrick Allen and his business partner, Harry Jordan, the company’s original mission was to supply coffins and caskets exclusively for their funeral homes. Demand quickly grew, prompting TTWS to open its doors to other funeral service providers. 38 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 11
What began as a small, family-oriented venture has since matured into a diversified manufacturing business, balancing traditional craftsmanship with cutting-edge automation.Today,TTWS produces not only high-quality coffins and caskets but also doors, moldings, cabinetry, and siding for residential and commercial projects. “Our craftsmanship is our signature. We’ve built a reputation for quality, precision, and trust—and we continue to evolve,” Orlando Allen, Managing Director, says. EXPANDING THE VISION While coffins and caskets remain the company’s core competency, TTWS has used its deep woodworking expertise to expand into construction and design markets. With architects, contractors, and homeowners seeking locally manufactured, customizable wood products, TTWS identified a growing opportunity in cabinetry and interior finishes. This diversification not only broadens revenue streams but also strengthens the company’s resilience amid market fluctuations. As Allen explains, “We’ve invested heavily in residential housing projects— both locally and regionally—because that’s where the demand is strongest. Our goal is to provide highquality cabinetry and doors at truly affordable prices.” MILESTONES AND MANUFACTURING EVOLUTION Since its founding, TTWS has stayed true to its craft while steadily modernizing. Over the past five years, the company has undergone a major technological transformation, introducing new machinery and semi-automated production processes. “We’re still not fully automated,” Allen admits, “but we’ve made tremendous strides. In the last five years, we’ve added over a dozen machines, including computerized systems that deliver higher speed, precision, and cost efficiency.” The shift has also required a new level of technical expertise among staff. TTWS has responded by recruiting more skilled technicians and offering inhouse training to upskill its workforce. 39 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 11 TRINIDAD & TOBAGO WOODWORKING SPECIALISTS
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“Many of our senior staff retired just as automation became essential,” says Allen. “That gave us the chance to bring in a new generation of workers who could adapt to the digital tools shaping modern manufacturing.” The result: a more efficient operation with improved quality control and faster turnaround times. “Automation has made us faster, more precise, and more efficient—but it’s our people who make it all possible,” Allen determines. THE CHALLENGE OF FOREIGN EXCHANGE AND SUPPLY CHAIN REALITIES Even as operations become more advanced, TTWS continues to navigate external challenges that shape Trinidad & Tobago’s manufacturing landscape. Chief among these are foreign exchange limitations and supply chain dependencies. While supply chains have largely normalized since 41 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 11 TRINIDAD & TOBAGO WOODWORKING SPECIALISTS
the disruptions of COVID-19, acquiring foreign currency to import key inputs remains a persistent hurdle. “We rely on suppliers in the U.S., Canada, and China for much of our material,” Allen explains. “The challenge isn’t getting the goods—it’s paying for them. Access to foreign exchange is limited, and when it’s available through the ExIm Bank, it comes at a steep premium.” Some manufacturers resort to informal markets, but TTWS avoids that route whenever possible.“It’s not sustainable,”Allen says.“We prefer to operate above board, even if it means tighter margins.” Despite these pressures, TTWS has maintained stability through careful inventory management and local supplier relationships. The company works closely with House of Marketing, Carpenter’s Edge, and lumber suppliers such as Bobby’s Sawmill, sourcing medium-density fiberboard (MDF), PVC boards, and hardwoods.“We dry and test our lumber in-house to maintain consistent quality,” Allen adds. “By managing our own kiln-drying process, we can buffer price fluctuations and ensure dependable supply.” BALANCING PRICE AND QUALITY In a market as price-sensitive as Trinidad & Tobago, value is everything. Funeral homes and families are increasingly seeking affordable options, especially as burial patterns shift toward cremation due to limited cemetery space. The government’s funeral grant—roughly TT$7,000 (USD $1,000)—has further shaped consumer expectations. “We’ve seen a shift toward simpler, more economical coffin designs domestically,”Allen says.“However, our regional clients prefer more upscale, stylized pieces. We’re constantly adapting to serve both.” To meet these diverse demands,TTWS has introduced new designs featuring composite materials, quartz, and granite accents, blending craftsmanship with modern aesthetics. These innovative products have found strong interest in regional export markets, where demand for customized, high-end caskets continues to rise. 42 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 11
“We’re combining traditional craftsmanship with new materials—lumber, quartz, granite—to create a truly unique, premium design,” Allen relays. PARTNERING WITH LOCAL EXPERTISE TTWS’s ability to deliver consistent quality also relies on its local supplier network, a vital component of its operational strategy. Partners such as House of Marketing and Carpenter’s Edge supply specialized boards and materials used in cabinetry and doors, while Bobby’s Sawmill provides much of the raw lumber. PVC doors—one of TTWS’s newest product lines—have quickly become popular for their rich appearance, affordability, and durability. “PVC doors are the future for many households,” Allen notes. “They look luxurious but are cost-effective and lowmaintenance.” By working closely with these domestic partners, TTWS reduces lead times, supports local industry, and keeps money circulating within the national economy. EYES ON THE HORIZON: REGIONAL AND INTERNATIONAL EXPANSION With its foundation strong and production more efficient than ever, TT Woodworking Specialists is now turning outward. The company has already expanded sales into several Caribbean islands and is now exploring opportunities on the African continent. “We’re currently in negotiations with a company in Ghana,” Allen reveals. “Our goal is to establish a presence in West Africa, beginning with Ghana, Senegal, and the Ivory Coast.” This strategic move reflects both ambition and pragmatism. African markets present natural opportunities for companies like TTWS, where craftsmanship, affordability, and cultural connection intersect.Allen sees the expansion as the next major chapter in the company’s legacy. With automation advancing, regional exports growing, and new markets emerging, TTWS is wellpositioned to continue shaping the woodworking landscape across the Caribbean—and beyond. 43 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 11 TRINIDAD & TOBAGO WOODWORKING SPECIALISTS
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45 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 11 TRINIDAD & TOBAGO WOODWORKING SPECIALISTS
PREFERRED VENDOR/PARTNER n Hunte WIlliams Inc Ltd. www.huntewill.com • nhunte@huntewill.com Hunte Williams is a boutique consultancy firm dedicated to the provision of total solutions and support to employers in all aspects of Employment/Industrial Relations in the Trinidad and Tobago and the wider Caribbean. “The Caribbean will always be our home base, but Africa represents the future. There’s tremendous opportunity to grow and share what we do best,” Allen concludes. 46 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 11
MINISTRY OF PLANNING, ECONOMIC AFFAIRS AND DEVELOPMENT A STRATEGIC VISION FOR A SUSTAINABLE AND COMPETITIVE TRINIDAD AND TOBAGO government & public sector 47 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 11
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A STRATEGIC VISI SUSTAINABLE AND TRINIDAD AND TOB MINISTRY OF PLANNING, ECONOMIC AFFAIR Central to Trinidad and Tobago’s journey toward economic resilience and national transformation lies a bold, future-focused commitment by this Government. Charged with this mandate is the Ministry of Planning, Economic Affairs and Development, a central institution in shaping the country’s sustainable, inclusive and competitive future. GUIDED BY STRATEGY, DRIVEN BY VISION The Ministry operates with a clear and ambitious mandate: to advance the country’s development through integrated planning, policy innovation, and strategic partnerships. Our role is not just administrative, we pride ourselves as architects of transformation, focused on building a society where all citizens, businesses and communities can thrive. 49 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 11
ION FOR A D COMPETITIVE BAGO RS AND DEVELOPMENT Sustainable cities and communities are also important for the self-actualisation of residents. 50 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 11
At the core of our work is the belief that national development must be inclusive and sustainable. Strategic vision goes beyond economic metrics, it is about securing the well-being of the nation today while laying the groundwork for tomorrow. Our approach is data-driven, collaborative and aligned with international best practices. THE S.E.E.S.S. FRAMEWORK: FIVE FOCAL AREAS OF NATIONAL DEVELOPMENT The Ministry’s work is structured around five interrelated pillars: Social, Economic, Environmental, Statistical, and Spatial Planning, collectively known as S.E.E.S.S. (pronounces sees). This framework enables us to drive holistic development in a coordinated and effective manner. 1. Social Policy and Strategy: Putting People First Every policy, programme and initiative begins with people. Our focus on national manpower planning, socio-economic monitoring, and the establishment of a National Population Council ensures that human capital development is prioritized. Inclusive growth is more than a goal to us, it is a necessity. Our strategies to achieve the goals of the focus areas mentioned above are designed to expand opportunities, reduce inequality while empowering communities across the country. 2. Economic Transformation: From Oil Dependence to a Knowledge Economy Trinidad and Tobago’s long-term prosperity depends on economic diversification and transformation. Through close collaboration with the National Economic Council and the Economic Development Advisory Board, we are facilitating a shift from traditional energy dependence to a more dynamic, knowledge-based economy. This includes fostering innovation, strengthening entrepreneurship and unlocking private sector potential. We are deepening ties with key institutions like the Caribbean Industrial Research Institute (CARIRI), which is part of our mandate, and establishing the Council for Innovation and Competitiveness to help drive our productivity and global competitiveness. Our partnership with international financial institutions such as the World Bank Group, IDB Invest, the International Finance Corporation (IFC) reflects a modern economic strategy that positions the Government as a facilitator and regulator placing the private sector as the engine of growth. 51 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 11 MINISTRY OF PLANNING, ECONOMIC AFFAIRS AND DEVELOPMENT
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