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  • Bahari receives backlash for using AI in campaign

    Bahari receives backlash for using AI in campaign

    A growing national debate over artificial intelligence’s role in creative industries has landed Bahari, a well-known Bahamian-owned apparel brand, at the center of public scrutiny after its decision to use AI-generated models for a new collection sparked fierce pushback from segments of its customer base. The controversy, which broke out across social media in late May, has forced brand leadership to defend its longstanding commitment to local talent while making the case that AI has become an unavoidable tool for modern fashion brands navigating a shifting digital landscape.

    The conflict began on May 31, when Bahari shared a series of promotional graphics to its official Facebook page to launch its highly anticipated Coral World collection. Unlike the brand’s nearly 11-year tradition of featuring local people in its campaign imagery, this rollout relied entirely on AI-created models rather than working with Bahamian talent. The choice immediately drew sharp criticism from social media users, who argued that a brand built on showcasing authentic Bahamian culture had a responsibility to elevate local models, particularly given the career-changing exposure such brand partnerships can provide to emerging creators.

    One commenter wrote, “It’s embarrassing for a well-respected local brand to turn to AI for this work. There are dozens of talented Bahamian models who would have jumped at this opportunity and done incredible work with the collection.” Other critics framed their pushback as a defense of the brand’s own core value, rather than an attempt to interfere with its internal business decisions. “No one is telling them how to run their company,” one user noted. “But luxury and cultural brands live or die based on their prestige and the trust consumers have in their authenticity. Pointing out that this choice undermines that authenticity isn’t dictation—it’s critical consumer feedback.”

    Not all reactions to the campaign were negative, however. A number of social media users came to Bahari’s defense, arguing that marketing and branding are evolving rapidly around the world, and that the same level of criticism is rarely leveled at large international brands that regularly use AI for their promotional content. They questioned why a small local brand should be held to a different standard than the global corporations that dominate the fashion industry.

    Carole Barnett, general manager of Bahari, pushed back firmly against claims that the brand has abandoned its commitment to local models. She emphasized that since the company launched its inaugural Independence Collection back in 2014, nearly every campaign has featured local Bahamian faces, and that core policy has not changed. “For the past 11 years, we have centered Bahamian models in all our shoots. Nothing about that has shifted,” Barnett explained. “We believe deeply in the talent of Bahamian creators, and that’s why we’ve prioritized them for every project for over a decade.”

    Barnett went on to explain the specific creative reasoning behind using AI for the Coral World collection, noting that the choice was directly tied to the collection’s nostalgic theme. Named for the iconic Bahamian marine park and resort that first opened on Silver Cay back in 1987, the collection pays homage to a beloved local landmark that is no longer operational. At its peak, Coral World drew tourists from across the globe, offering visitors the chance to observe native marine life from a one-of-a-kind underwater observatory without getting in the water, alongside a range of nature exhibits and resort amenities. After the park closed, only the iconic observation tower remained standing as a landmark.

    Because the attraction itself is no longer active, Barnett said the brand determined AI was the most effective tool to capture the nostalgic, otherworldly feel of the vintage Coral World experience for the campaign photoshoot. The collection itself, which is currently available for purchase through Bahari’s official website, includes a range of apparel from shirts and dresses to pants, all printed with vivid, nostalgic imagery inspired by the former landmark.

    The backlash has broader implications beyond Bahari’s latest launch, putting a spotlight on a growing global conversation about AI’s impact on fashion marketing. Critics across the industry warn that increased reliance on AI-generated models risks eroding opportunities for working creators, while stripping culturally rooted brands of the authentic connection to local identity that consumers value most. For Bahari specifically, that connection has always been central to the brand’s identity: the company has built its reputation on powerful campaigns featuring Bahamian leaders and creators who have contributed to the country’s development, and it has long served as a launching pad for aspiring local models looking to break into the industry.

    Barnett reiterated that Bahari has never stopped prioritizing local hiring across all areas of its business, from design to marketing to campaign production. She questioned why Bahari is facing such intense criticism when many international fashion houses and even other local Bahamian businesses regularly use AI in their work. At its core, she said, Bahari remains a brand rooted in Bahamian culture, and its choice to experiment with AI is simply part of evolving the business to compete on a global stage.

    “We are a Bahamian company trying to grow and evolve,” Barnett said. “Our goal is to showcase the Bahamian island lifestyle to a global audience and put The Bahamas on the map internationally. At the end of the day, you’re never going to be able to please every single customer.”

  • Union rejects govt pension reforms

    Union rejects govt pension reforms

    A major public sector labor organization in The Bahamas is pushing back against a central component of the national government’s long-awaited pension reform initiative, arguing that long-tenured public workers should not be forced to abandon the retirement benefits they were promised when they were hired.

    The Bahamas Public Services Union (BPSU), which represents thousands of public sector employees, confirms it supports broad pension modernization in principle, but is drawing a line at a proposal that would automatically shift all public servants with fewer than eight years of service into a new contributory pension system. BPSU President Kimsley Ferguson outlined the union’s objection during an interview with Guardian Radio’s Morning Blend on Wednesday, emphasizing that the measure unfairly penalizes workers who joined the public service under the explicit expectation of receiving a government-funded, non-contributory pension.

    “When these workers were first hired, they were told they held permanent, pensionable positions with the government covering their retirement benefits,” Ferguson explained. “It is wrong to change those core terms of employment years into their careers. If we are going to implement this new system, it should apply to new hires moving forward — you do not strip an entitlement from someone who has already put seven years of service into the public sector.”

    The union’s objection comes as the Bahamas government moves forward with the reform package, which was designed to address a looming public pension crisis. Unfunded public sector pension liabilities currently stand at an estimated $3 billion, and government projections show that figure will surge to $4.1 billion by 2032 if no changes are made.

    The reform plan, outlined in a White Paper tabled alongside the 2026-2027 national budget, would replace the decades-old taxpayer-funded defined benefit pension system with a new Contributory Public Sector Pension Plan. Under the new framework, participating employees would be required to contribute a minimum of 3 percent of their pensionable salary to the fund, while the government would contribute 5 percent as the employer. All workers who have not yet fully vested in the current system — those with less than eight years of service — would be automatically enrolled in the new fund, along with all future new public sector hires. Existing longer-tenured workers would also have the option to voluntarily opt into the new system.

    Despite opposing the forced enrollment of current less-tenured workers, Ferguson stressed that the BPSU does not oppose the broader shift to a contributory model. In fact, he noted that the structure offers tangible benefits for both public finances and workers themselves. “A contributory pension plan is actually something we can get behind,” he said. “It eases pressure on the public purse, and it also gives workers more control over how much they can save for retirement, letting them build a larger pension if they choose.”

    Ferguson also raised additional questions about the policy development process, arguing that adequate consultation with union stakeholders did not take place before the White Paper was introduced to Parliament.

    For its part, the government has defended the reform as a fiscally necessary step to avoid long-term budget collapse. Government projections included in the White Paper show that annual public pension payout costs will climb from $154.4 million in the current fiscal year to $166.75 million by the 2028-2029 fiscal year. “The continued growth of pension liabilities and annual cash outflows is fiscally unsustainable,” the policy document states. The government has not yet issued a formal response to the BPSU’s specific objection to the eight-year enrollment rule.

  • Dominican Republic strengthens oversight of foreign healthcare credentials

    Dominican Republic strengthens oversight of foreign healthcare credentials

    In a move designed to shore up quality standards for clinical care across the country, two key Dominican government ministries have implemented new, more rigorous regulations governing the certification of foreign academic credentials held by local health care workers. The joint resolution was signed by the Ministry of Public Health and the Ministry of Higher Education, Science and Technology (MESCyT), with targeted provisions placing extra scrutiny on medical specialty degrees and credentials earned through online or hybrid learning pathways.

    The core goal of the updated regulatory framework is to guarantee that every health professional practicing in the Dominican Republic meets the nation’s strict benchmarks for both academic preparation and hands-on clinical skill development. Under the new rules, clear, standardized evaluation protocols have been established for all foreign credentials, with explicit requirements covering cumulative academic workload, mandatory supervised clinical experience, demonstrated professional competencies, and formal equivalency to matching domestic degree programs.

    A standout addition to the policy is the set of specific requirements tailored to degrees earned through remote or blended learning programs outside the country. This targeted attention stems from the widely recognized need for in-person practical training for medical specialties, where hands-on skill building is non-negotiable for safe patient care. Speaking on the new initiative, Health Minister Víctor Atallah and Higher Education Minister Rafael Santos emphasized that the tighter rules will strengthen systemic oversight of clinical practice, directly protect patient safety, and elevate the overall quality of medical services available to Dominican communities. The resolution went into immediate effect the moment it was signed, with both ministries set to collaborate on full implementation and ongoing enforcement of the new standards.

  • Global media join forces to confront AI challenges

    Global media join forces to confront AI challenges

    MARSEILLE, France – In a landmark collective move to defend media intellectual property and sustainable journalism in the age of generative artificial intelligence, around 30 major media organizations from Europe and North America have joined a growing coalition launched by three of the UK’s most prominent news players: the BBC, Sky News, and The Guardian. The coalition, known as SPUR (Standards for Publisher Usage Rights), was formed specifically to push large AI developers to compensate news outlets fairly for utilizing their copyrighted content to train large language models.

    Newly announced members of the expanding alliance cover leading national and regional media groups across multiple continents, including France’s CMA Media, Switzerland’s Ringier, and leading Canadian organizations such as The Globe and Mail and public broadcaster CBC/Radio Canada. Jean-Christophe Tortora, Deputy Chief Executive of CMA Media, outlined the coalition’s core mission to attendees of the World Association of News Publishers (WAN-IFRA) global gathering hosted this week in Marseille, the coastal port city in southern France.

    Tortora emphasized that leading news publishers across the globe are ready to rewrite the rules of their long-standing imbalanced relationship with big technology firms and global regulatory bodies. He called for a sweeping “new deal” that centers three non-negotiable priorities: equitable value-sharing between news creators and AI developers, robust legal protections for copyrighted journalistic content, and the preservation of independent, fact-based journalism that serves public interest.

    SPUR was first co-founded earlier this year by a core group of major European and UK-based media companies, which in addition to the BBC, Guardian, and Sky News, includes the Financial Times, Telegraph Media Group, and pan-European publisher Mediahuis. The alliance’s expansion to more than 30 member organizations comes as the entire global news industry grapples with growing existential uncertainty over its future business model, a topic that dominated discussions across the three-day WAN-IFRA conference. The widespread uncompensated scraping of news content to train AI systems has emerged as the most pressing threat to publisher revenue in decades.

    The urgency of the industry’s concerns was highlighted just days before the Marseille conference, when New York Times publisher Arthur Gregg Sulzberger told U.S. lawmakers that major tech companies engage in outright “strip-mining” of news websites, harvesting millions of articles without consent or any form of payment to build and improve their AI products. In line with this criticism, SPUR’s core position holds that professional news content requires enormous financial investment from publishers to produce, and AI companies that profit from this content have a clear obligation to pay a fair market rate for its use.

    To turn its mission into action, the coalition has laid out two key initial goals. First, it plans to develop dedicated industry infrastructure that will allow publishers to accurately track and measure how often and in what ways AI systems access and utilize their journalistic content. Second, SPUR will lead collective negotiations to establish clear, scalable frameworks that let AI developers license news content legally and transparently.

    Anna Bateson, chief executive of Guardian Media Group and one of SPUR’s founding members, called the rapid expansion of the coalition a turning point for the global movement. “Welcoming 30 new members… gives SPUR the scale required to turn its mission into a global mandate,” Bateson said. She added that the collective weight of the alliance will lend legitimacy to the industry-led standards SPUR is developing, protecting publishers’ intellectual property while also giving AI developers a clear path to enter into legal, sustainable licensing agreements that work for both sides.

    Looking ahead to the upcoming G7 leaders summit being hosted this month in the French Alpine town of Evian, Tortora called on French President Emmanuel Macron to prioritize the global publishing industry’s concerns during the gathering of world leaders, pushing for regulatory and political support for the coalition’s push for fair compensation.

  • Suriname and Dominican Republic seek greater parliamentary exchange

    Suriname and Dominican Republic seek greater parliamentary exchange

    During an official visit to the Dominican Republic’s capital Santo Domingo, Suriname President Jennifer Geerlings-Simons has laid out a clear vision for deeper collaboration between the two Caribbean nations, addressing a joint gathering of the Dominican National Congress to outline priority areas for partnership.

    Geerlings-Simons emphasized that the two countries share not just overlapping development goals, but also common systemic challenges, positioning targeted collaboration as a pathway to shared long-term prosperity. The head of state identified five core sectors ripe for expanded cooperation: renewable energy development, agricultural innovation, tourism growth, sustainable development initiatives, and cross-parliamentary knowledge exchanges.

    As small developing states with large stretches of vulnerable coastal territory, both Suriname and the Dominican Republic face disproportionate threats from climate change, Geerlings-Simons noted. She used the address to reinforce the shared values that underpin potential partnership, including a collective commitment to open dialogue, democratic governance, global peace, and the rule of law.

    Beyond laying out policy priorities, the Surinamese president expressed sincere gratitude for the warm welcome extended by Dominican government officials, and extended a reciprocal invitation to Dominican citizens and leaders to visit her country. Receiving Geerlings-Simons, Dominican Senate President Ricardo de los Santos framed the official visit as a landmark milestone in advancing bilateral relations.

    De los Santos highlighted that the talks open new doors for cooperation across an even broader range of mutual interests, spanning trade, education, tourism, public security, environmental sustainability, technological development, energy, agriculture, and cultural exchange. The visit is part of a sustained series of diplomatic efforts between the two Caribbean nations to expand collaborative frameworks and strengthen long-standing diplomatic ties.

  • Dominican authorities dismantle transnational fraud ring targeting U.S. residents

    Dominican authorities dismantle transnational fraud ring targeting U.S. residents

    In a major coordinated crackdown on cross-border illicit activity, Dominican security agencies have taken down a transnational criminal network that allegedly ran a prolonged campaign of extortion, blackmail, and fraud against United States residents to generate hundreds of thousands in illicit proceeds that were then laundered through local financial channels.

    The multi-agency enforcement action, codenamed Operation XL526, unfolded across two northern Dominican provinces, ending with 20 people taken into custody after law enforcement executed 28 synchronized search and arrest warrants. Raids were concentrated in the provinces of Santiago and Puerto Plata, the two core operating hubs of the criminal organization.

    The operation was spearheaded by the Dominican Public Prosecutor’s Office, with operational coordination from the General Directorate of Prosecution and the Santiago regional Prosecutor’s Office. Critical support was provided by the Dominican National Police, Homeland Security Investigations (HSI) out of its Santo Domingo office, and the country’s specialized Organized Crime Task Force, highlighting the collaborative nature of efforts to combat transnational crime that impacts multiple countries.

    Prosecutors have laid out detailed allegations that the group systematically targeted victims based in the United States, building out a structured fraud model that generated illegal revenue before the proceeds were moved through Dominican financial systems and concealed to hide their criminal origin via complex money laundering processes.

    Five men are identified as the alleged top leaders of the network: Carlos José Parra Lantigua, Eliardo Peña Almonte, Renso Darío González Almonte, Josiel Pichardo Cabrera, and Walinton Sosa Almonte, all of whom were among those arrested during the raids.

    Authorities confirmed the criminal operation was run out of the municipality of Jacagua, located within Santiago province. From that base, group members would first lure potential victims through deceptive public advertisements, then shift to extortion and blackmail using pre-written, rehearsed scripts designed to pressure targets into sending money to the organization.

    As of the latest updates, investigations remain active. Investigators are continuing to question persons of interest connected to the network as they build out the full scope of the criminal scheme and pursue additional potential charges against unindicted co-conspirators.

  • Taxi operators give staggered fare hike a bumpy ride

    Taxi operators give staggered fare hike a bumpy ride

    On Tuesday, Jamaica’s government formally announced a long-awaited staggered 16% taxi fare increase, splitting the adjustment into two 8% increments set to roll out in June and July this year. The policy announcement immediately drew a spectrum of reactions across public passenger vehicle (PPV) operator circles, ranging from reluctant acceptance to open frustration, with many drivers pointing out that runaway operating costs have already pushed them to charge rates well above the government’s approved caps for months.

    A hackney carriage driver operating the busy Half-Way Tree to Spanish Town route, who goes by the name Shortman, summed up a common contradiction among drivers. Many operators have already bumped up fares twice on their own without waiting for official authorization, he explained, questioning why his peers are still publicly agitating for a formal hike. “Most of them aren’t collecting the recommended [fare]; everybody [collecting more] so what are you bawling for an increase for?” Shortman said. Fellow route operator Junior echoed that observation, noting that when the 16% increase was paused earlier this year, drivers simply implemented the full hike on their own regardless of official approval.

    The government’s new timeline places the first 8% increase into effect starting June 2, with the second 8% adjustment kicking in on July 1, according to Transport Minister Daryl Vaz, who made the announcement at a press briefing. The 16% increase itself was not a new request: back in October 2023, the cabinet approved a total 35% fare hike for PPVs, of which only 19% was immediately implemented. The remaining 16% was scheduled to go live in April 2024, but unforeseen adverse economic shifts forced the government to delay the adjustment. After that delay, Minister Vaz brought the proposal to Cabinet to decide between a full immediate increase and a phased rollout, a plan that was originally rejected by operators who pushed for a one-time adjustment.

    Vaz defended the phased approach, framing it as a deliberate compromise between two competing priorities: addressing the rising operational costs that have squeezed PPV drivers, and shielding commuters from the immediate shock of a full double-digit fare hike. He also outlined concrete adjusted fares for popular routes across the country. After the first June adjustment, for example, the St Ann to Ocho Rios route taxi fare will rise from JMD $200 to $220, the Eltham Park to Spanish Town fare will climb from $160 to $170, the rural Ocho Rios to Kingston stage carriage fare will go from $560 to $610, and the Mandeville to May Pen fare will increase from $290 to $310. After the second July adjustment, those same fares will shift again: the St Ann’s Bay to Ocho Rios route will rise from $220 to $240, Eltham Park to Spanish Town will hit $190, Ocho Rios to Kingston will reach $660, and Mandeville to May Pen will settle at $330.

    Still, major PPV industry associations have made clear that while they will accept the government’s decision, they remain deeply unsatisfied with the staggered timeline. Egerton Newman, president of the Transport Operators Development Sustainable Services (TODSS), told the Jamaica Observer that the association still prefers a one-time 16% implementation, but recognized that government constraints forced the phased rollout. Even with the full 16% increase, Newman argued, the adjustment is far too little after years of waiting. “After waiting three years and now just getting $10 it doesn’t cut it,” he said, predicting that many drivers will already add extra unapproved charges to fares immediately regardless of the government’s timeline.

    Leon Patterson, head of the Independent Taxi Association, echoed that frustration, noting that the 16% increase was originally approved two years ago as part of a scheduled fare review cycle. By the time it is fully implemented, he argued, inflation will have already eroded the entire value of the adjustment. “Inflation has already taken away that 16 per cent. What we have to do now is accept the 16 per cent and we move forward to prepare a submission for another fare increase because what the 16 per cent is, is just an adjustment to the fare structure that was granted two years ago, so we are just getting what was granted two years ago,” Patterson explained.

    Charles Powell, president of the Southern Taxi Association based in St Elizabeth, shared a similar prediction to Newman: that most independent drivers will not wait for July to implement the full 16% increase, and will bump fares to the full final rate immediately. “From my standpoint, knowing the operators out there they are not going to take it in two parts, they are going to take it in one… It is not like a company, it is a one-to-one, and so you will find them operate like that,” Powell said, adding that he opposes the two-phase structure but has no choice but to accept the government’s final decision.

    For his part, Minister Vaz issued a sharp warning to operators considering unapproved arbitrary fare increases above the government’s new phased rates. “I don’t want those persons who have raised their fares arbitrarily and illegally already to now do another fare increase on this Government’s announced increase. If you do so, you are going to feel the brunt of the law and the regulations from Transport Authority and from the Jamaica Constabulary Force,” Vaz said. He also urged commuters to report overcharging directly to regulators via WhatsApp or the official transport hotline, noting that enforcement efforts cannot succeed without public support. “I’m making an appeal today: Anybody that sees this happening, you have enough ways and means to communicate… because we are not going to be able to enforce it without the help of the citizens of this country. So I say that as a warning and hope that it will be listened to and adhered to,” he added.

  • R&B legend Peabo Bryson dies at age 75

    R&B legend Peabo Bryson dies at age 75

    The world of rhythm and blues is mourning the loss of one of its most beloved voices: Peabo Bryson, the Grammy-winning singer behind some of Disney’s most iconic animated film themes, has died at the age of 75. His family confirmed in an official statement that Bryson passed away peacefully at 5:00 pm ET on Tuesday, June 2, 2026, with his loved ones and closest friends by his side, less than one month after he celebrated his 75th birthday. His death comes just two days after the public learned he had suffered a recent stroke.

    Born Robert Peapo Bryson in Greenville, South Carolina, Bryson built a decades-spanning career that cemented his place as one of the most celebrated R&B balladeers of his generation. He got his start in professional performing as a teenager, singing backup vocals for a local South Carolina group called Al Freeman and the Upsetters — a band he later described as “terrible” in an interview with *Soul* magazine. It was during this early period that Freeman’s difficulty pronouncing his birth name “Peapo” led him to adopt the stage name Peabo, the moniker that would become known to fans worldwide.

    Bryson’s first major break came when he joined the touring ensemble Moses Dillard and the Tex-Town Display, which performed across the historic Chitlin’ Circuit of Black-owned venues in the 1970s. Talent scouts from Bang Records caught one of the group’s sets, were instantly drawn to Bryson’s smooth baritone, and signed him as a solo artist. He released his self-titled debut album *Peabo* with the label in 1976, then moved to Capitol Records to expand his career. By 1978, he landed his first Top 10 hit on the Billboard R&B chart with *Reaching for the Sky*, kicking off a steady streak of commercial and critical success.

    Throughout the late 1970s and 1980s, Bryson solidified his reputation as one of the most in-demand duet partners in the industry. His 1979 collaboration with Natalie Cole, *Gimme Some Time*, reached No. 8 on the R&B chart, followed by their 1980 track *What You Won’t Do for Love* which hit No. 16 on the same chart. He went on to record a string of successful duets with Roberta Flack, starting with 1980’s *Make the World Stand Still* and leading to their joint 1983 album *Born to Love*. Their hit *Tonight, I Celebrate My Love* reached No. 16 on the Billboard Hot 100, becoming one of Bryson’s most recognizable solo-era hits.

    Bryson’s greatest mainstream success came from his work with Disney on two of its most beloved animated feature films. In 1991, he recorded *Beauty and the Beast*, the title theme for Disney’s animated classic, alongside Celine Dion — the track earned him his first Grammy Award. The following year, he paired with Regina Belle for *A Whole New World*, the signature theme from *Aladdin*. The duet made history as the first song from an animated feature film to claim the No. 1 spot on the Billboard Hot 100, and it went on to win Bryson his second Grammy. Over the full span of his career, Bryson released more than 20 full-length studio albums, leaving behind a sprawling discography of hits that includes fan favorites *As Long As There’s Christmas* and *You’re Looking Like Love to Me*.

    Beyond his early health scare from a stroke that preceded his death, Bryson had previously suffered a heart attack in 2019, but made a full recovery and returned to performing in the years that followed. In their statement, Bryson’s family thanked fans for the overwhelming outpouring of support and love following news of his passing, noting that his five-decade career provided a soundtrack for some of life’s most meaningful moments.

    “For more than five decades, Peabo’s extraordinary voice served as the soundtrack to some of life’s most cherished moments. His music carried generations through joyful celebrations, great love stories and enduring moments of comfort and inspiration, creating a legacy that will forever live in the hearts of those who loved him and the countless lives he touched through song,” the statement read. Bryson is survived by his wife and two children.

  • INSIDE LASCO’S POST-LASCELLES PLAN

    INSIDE LASCO’S POST-LASCELLES PLAN

    More than two years have passed since the passing of LASCO founder Lascelles Chin, and the Jamaican diversified corporate group is finally putting in place a formalized long-term leadership framework to transition out of the founder era, promoting veteran insider Dr Eileen Chin to expanded executive roles as it lays the groundwork for its next chapter of expansion.

    Dr Chin, the founder’s widow and a decades-long LASCO executive, was officially appointed deputy executive chairman of LASCO Manufacturing Limited and LASCO Distributors Limited on May 26. Her appointment to the same role at the group’s third core subsidiary, LASCO Financial Services, is set to be confirmed at a scheduled June 17 board meeting. The confirmation was delayed after the financial unit’s auditors requested extra time to finalize its 2026 full-year financial audit.

    The promotions place Dr Chin, who has climbed the ranks at LASCO over more than 25 years, at the heart of the group’s push to solidify leadership continuity across its three core business lines, which collectively generated more than JMD 44 billion in total annual revenue last fiscal year. For Dr Chin, the top immediate priority is building a robust leadership pipeline across every organizational level to ensure multi-generational success, rather than relying on a single figure to steer the conglomerate.

    “LASCO’s future cannot rest on any single individual,” Dr Chin shared in an interview with the Jamaica Observer, followed by written responses outlining her appointment and long-term vision for the group. “It must be built on strong leadership at every level, a culture of accountability and innovation, disciplined execution, and an unwavering commitment to the customers and communities we serve.”

    She emphasized that succession planning is far more than identifying a single successor for the founder. “Succession planning is not about identifying one person to replace another. It is about ensuring that the organisation has a strong pipeline of capable leaders at every level.”

    Previously a board director across group companies, Dr Chin’s new expanded role will see her take direct operational responsibility, with duties split between her and current Executive Chairman James Rawle. “The chairman and I will be agreeing on what portfolio of the operation I will be looking after,” she explained.

    LASCO’s three core business lines currently face vastly different market conditions, underscoring the complexity of the leadership team’s task:

    – LASCO Manufacturing remains the group’s star performer. For the 12 months ending March 31, 2026, the subsidiary reported a record net profit of JMD 2.76 billion, a 7.6% year-over-year increase, while total revenue climbed to JMD 12.69 billion. The firm also recently launched a new high-speed beverage and water filling line as part of an ongoing capital investment program to boost production capacity and operational efficiency.

    – LASCO Distributors is the group’s largest business by revenue, posting full-year sales of JMD 31.67 billion, but its net profit fell 20.6% year-over-year to JMD 1.06 billion. Rising operating costs, increased marketing spending, and ongoing capital investments compressed margins during the period. The subsidiary is currently investing heavily in expanding its White Marl warehouse, a project management expects to improve long-term logistics efficiency and support future sales growth.

    – LASCO Financial Services is navigating a turnaround following a period of declining profitability. While its most recent full audited results showed a sharp profit drop, updated nine-month results ending December 31, 2025, indicate a recovery is underway: operating profit jumped 166% to JMD 213.3 million as lending activity expanded, pushing the firm back into the black. Total loans and receivables grew from JMD 1.49 billion a year earlier to roughly JMD 2.18 billion, signaling a strategic shift toward growing core lending operations.

    Dr Chin’s path to the top of LASCO’s leadership structure began far from the corporate boardroom. Born in Cuba, she enrolled in medical school at 16 and trained as a physician and researcher before relocating to Jamaica in 1998. She joined LASCO the following year, starting with entry-level work including product label editing, translations, and export coordination, learning the business from the ground up. She later earned an MBA, held leadership roles across exports, product development and manufacturing operations, and eventually rose to become managing director of LASCO Manufacturing, where she delivered record annual earnings last fiscal year. She has been part of LASCO’s journey from a small local player to a diversified publicly listed conglomerate.

    Her appointment also cements the continued involvement of the founding family in the business. The Estate of Lascelles Chin remains one of the largest shareholders across all three LASCO subsidiaries, holding roughly 30% of LASCO Manufacturing and LASCO Financial Services, and just under 29% of LASCO Distributors. Key co-shareholders include East West (St Lucia) Limited and Mayberry Jamaican Equities Limited, and Dr Chin also holds personal equity stakes in each group company.

    Outlining her long-term growth strategy to Business Observer, Dr Chin laid out four core pillars: expanded export reach, new product development, a push into higher-value offerings, and targeted strategic acquisitions.

    Despite decades of expansion across Caribbean and North American markets, exports currently account for only 4% of the group’s total revenue, leaving massive untapped growth potential. “The biggest opportunity now, just the low-hanging fruit, is expanding export,” she said.

    The company plans to deepen its market share across the Caribbean, pursue further growth in the United States and Canada, and rebuild its presence in Central American markets including Guatemala, Nicaragua, Honduras, Panama and Belize, where LASCO products already have strong existing brand recognition. “Those markets provide an opportunity to build on existing brand awareness while creating a platform for broader regional expansion over time,” she noted.

    Beyond exports, LASKO will continue pursuing organic growth through new product launches and extensions of its existing portfolio. “What we have been doing is also looking at new ideas. There is a lot of other things that we could expand on through the organic growth of the company,” she said. The firm is also exploring opportunities in higher-margin product categories including functional food and beverages to diversify its product mix and boost overall profitability.

    Historically, LASCO’s growth has been driven almost entirely by organic expansion, but Dr Chin said the group is now open to evaluating targeted acquisition opportunities that align with its core operations. “We are not interested in acquisitions simply for the sake of growth or scale. Any business we pursue must be strategically meaningful, aligned with our core operations, and capable of strengthening our capabilities, extending our market reach, or enhancing our product portfolio,” she explained. “Our ambition is not simply to build a larger company, but to build a stronger, more diversified and more internationally competitive Jamaican enterprise.”

    Looking ahead, Dr Chin identified one of the most pressing long-term risks not just for LASCO, but for all of Jamaican industry: a growing shortage of skilled specialized talent. As manufacturing equipment, automation and digital technologies grow more advanced, she argued, the domestic supply of qualified workers has failed to keep pace. “If you look at the manufacturing industry, equipment and machinery have become much more sophisticated. You need people with more skill. More technical skill,” she said.

    This skills gap extends to emerging technologies such as artificial intelligence, she added: “AI is coming on-board. We need more people that understand it, that are trained in AI and how to use it to drive efficiencies.”

    Dr Chin argued that a disconnect between Jamaica’s education system and the evolving needs of modern industry is the root cause of the constrained talent pool. While the entrepreneurial culture that Lascelles Chin built remains one of the group’s greatest strengths, preserving that legacy requires adaptive change, not just maintaining the status quo.

    “The greatest threat is not adapting quickly enough to a world that is changing at an unprecedented pace,” she said. “Companies that fail to anticipate and respond to these changes risk losing relevance over time.”

    For LASCO, the core challenge now is turning this philosophy into action, building an organization that can sustain long-term growth, solid leadership continuity, and global competitiveness long after the founder era.

  • Dominican Republic becomes first Caribbean nation to host LatinoSan 2026

    Dominican Republic becomes first Caribbean nation to host LatinoSan 2026

    In a milestone for the Caribbean region, the Dominican Republic has stepped into the global spotlight as the first Caribbean nation selected to host LatinoSan 2026, Latin America and the Caribbean’s premier gathering dedicated to advancing water, sanitation and hygiene initiatives across the region. The three-day event, scheduled to run from June 2 to 5 in the popular coastal destination of Punta Cana, will convene a diverse cross-section of stakeholders ranging from national government leaders and senior representatives of international development organizations to leading sector experts, academic researchers, private industry innovators and civil society advocates. Together, attendees will collaborate to co-develop actionable solutions that boost public health outcomes and drive inclusive, sustainable development across the entire Latin American and Caribbean (LAC) region.

    Addressing attendees during the official opening ceremony, Dominican Republic Health Minister Víctor Atallah underlined the outsized transformative impact that reliable access to safe water and adequate sanitation has on community quality of life. Atallah emphasized that functional sanitation systems are inextricably linked to four core pillars of progress: strong public health outcomes, intentional environmental protection, meaningful social equity, and expanded economic opportunity for marginalized communities. He also drew attention to persistent systemic challenges holding back progress across the region, including growing disruptions driven by climate change and the widespread lack of access to these life-sustaining essential services in many low-income and rural communities.

    Beyond facilitating cross-border collaboration, the conference serves as a platform to showcase the Dominican Republic’s expanding public and private investments in water and sanitation infrastructure. Wellington Arnaud, Executive Director of the Dominican National Institute of Water Supply and Sewerage (INAPA), highlighted the country’s ambitious Universal Sanitation Program for Coastal and Tourist Cities, anchored by a nearly $1 billion large-scale project in Verón-Punta Cana that will deliver expanded aqueduct capacity, modernized sewerage systems and advanced water reuse infrastructure.

    LatinoSan 2026 is organized jointly by the Dominican Ministry of Health and INAPA, with strategic financial and technical support from the Inter-American Development Bank (IDB). The forum’s core priorities include centering innovative technological solutions, building climate-resilient sanitation infrastructure, unlocking sustainable financing for low-income regions, advancing environmental stewardship, and strengthening cross-regional cooperation to expand equitable access to high-quality sanitation services for all communities across LAC.