分类: business

  • The top 10 cities in the Americas with the highest volume of flights to Punta Cana

    The top 10 cities in the Americas with the highest volume of flights to Punta Cana

    Punta Cana International Airport, the gateway to the Dominican Republic’s most popular tourist hotspot, is further entrenching its reputation as one of the busiest and most well-connected air hubs across the Caribbean, thanks to ongoing expansion of its global flight networks. Detailed flight schedule data, aggregated from leading industry tracking platforms Official Aviation Guide and FlightConnections and obtained by regional aviation outlet areoca.com, reveals a robust weekly route network linking the destination to the world’s top tourist origin markets across North America, Latin America and the broader Caribbean region.

    Analysis of the data ranks the top 10 origin cities for weekly flights to Punta Cana, highlighting the most critical source markets for the Dominican Republic’s tourism sector. Topping the list is San Juan, Puerto Rico, with 65 weekly operations, followed closely by Panama City at 56, Miami at 54, New York at 43, Toronto at 38, Atlanta at 29, Lima at 27, Montreal at 26, and a tie between Charlotte and Bogotá at 24 weekly flights each. All 10 cities have cemented their status as core connected markets for the country’s leading tourist destination.

    San Juan’s first-place position comes as no surprise, driven by high-frequency service from major carriers including JetBlue, Frontier Airlines and Dominican low-cost leader Arajet. The dense flight link between the two destinations caters to a diverse mix of leisure vacationers, business travelers and regional connecting passengers, strengthening the Caribbean regional travel ecosystem.

    In second place, Panama City’s connectivity is anchored by Copa Airlines, which leverages its strategic Hub of the Americas at Tocumen International Airport to connect Punta Cana with dozens of urban centers across Central and South America. This route has emerged as one of the most critical arteries for tourist traffic from the Latin American region, opening the destination up to a wide range of visitors connecting through Panama.

    Ranking third with 54 weekly flights, Miami stands out for its unparalleled variety of operating carriers: American Airlines, Arajet, Frontier Airlines, LATAM Airlines and Sky High Aviation Services all run regular service on the route. This diverse operator landscape solidifies South Florida’s longstanding role as a primary entry point to the Dominican Republic for both domestic U.S. travelers and international visitors connecting through the city.

    The inclusion of New York, Atlanta and Charlotte in the top 10 underscores the outsize importance of the U.S. travel market to Punta Cana. Major U.S. and regional carriers including JetBlue, Delta Air Lines, American Airlines, United Airlines and Arajet operate multiple weekly services from these major hubs, ensuring consistent, high-volume visitor flows from the world’s largest outbound tourism market.

    Canada also holds a prominent spot on the list, with Toronto and Montreal both ranking in the top 10. Carriers including Air Canada, Air Transat, WestJet and Sunwing Airlines operate regular seasonal and year-round services from these two Canadian hubs, with frequency spiking during the Dominican Republic’s peak winter tourist season as North American travelers seek warm weather getaways.

    For the South American market, Lima in Peru and Bogotá in Colombia emerge as the top connected origin cities. LATAM Airlines, Arajet, Copa Airlines (via its Panama hub) and Avianca all operate services between these capitals and Punta Cana, creating streamlined travel options that have driven steady growth in visitor numbers from the South American region in recent years.

    Industry analysts note that this high volume of weekly flight operations confirms Punta Cana’s standing as one of the Caribbean’s leading tourism connectivity hubs. The expanded network of direct and connecting flights enables the Dominican Republic to diversify its tourist source markets, boost the destination’s global competitiveness against other Caribbean leisure spots, and underpin the sustained long-term growth of the country’s $10 billion-plus tourism industry, which accounts for more than 10% of the Dominican Republic’s total GDP.

    For more breaking tourism industry news from the Dominican Republic, visit DominicanScope.

  • Banco Popular is recognized by Euromoney as the Best Bank in the Dominican Republic

    Banco Popular is recognized by Euromoney as the Best Bank in the Dominican Republic

    Santo Domingo, DOMINICAN REPUBLIC — One of the Dominican Republic’s most prominent financial institutions has added another top honor to its growing collection of industry awards. Banco Popular Dominicano has been named the country’s Best Bank for the 11th time at the 2026 Euromoney Awards for Excellence, a global program widely regarded as one of the most prestigious recognition initiatives in the international finance sector.

    This latest accolade reaffirms Banco Popular Dominicano’s standing as the Dominican Republic’s top-performing bank. The award was granted following a rigorous independent assessment that examined core operational pillars of the institution, including its long-term business strategy, recent financial performance, trail of innovative product and service development, customer experience standards, and operational execution capacity.

    Unlike many industry awards that rely on subjective judging, the 2026 selection process followed a structured, transparent methodology developed by Euromoney. The outlet’s in-house research team and senior editorial committee led the evaluation, combining quantitative analysis of comparable performance metrics across participating institutions with one-on-one interviews with executive management teams of all candidate entities.

    After the award announcement was made public, Christopher Paniagua, Chief Executive Officer of Banco Popular Dominicano, shared his reaction to the 11th consecutive (and 11th overall) recognition. Paniagua emphasized that repeating this win for over a decade reflects the consistent, stable institutional leadership the bank has maintained, as well as the ongoing dedication of every employee across the organization.

    “We accept this award with an enormous sense of pride and satisfaction,” Paniagua said in a statement. “This honor is a recognition of the hard work our entire team puts in every day, and of the unwavering trust our clients have placed in our institution over decades. It also gives us renewed motivation to keep pushing forward with innovation, to develop and deliver the best financial solutions that meet the evolving needs of individual consumers, growing businesses, and the broader sustainable development of the Dominican Republic.”

    The 2026 edition of the Euromoney Awards for Excellence drew unprecedented participation from across the globe, with more than 700 financial institutions from 125 countries and territories entering the evaluation process. Each participating entity went through a multi-stage assessment that reviewed core business data, key performance indicators, and the organization’s long-term strategic vision for growth and industry leadership.

    Founded in 1969, Euromoney is a leading global financial publication focused on banking, capital markets, and investment sectors. It has hosted the annual Awards for Excellence program for decades, with the goal of highlighting the highest-performing financial institutions across every major regional market around the world.

  • NBD honors student leaders through inaugural Growth and Impact Award programme

    NBD honors student leaders through inaugural Growth and Impact Award programme

    As part of its expanding Environmental, Social and Governance (ESG) strategy, The National Bank of Dominica Ltd. (NBD) has successfully wrapped up its first-ever Growth and Impact Award, a youth-focused initiative launched during the 2026 graduation season that honors graduating students who have driven positive change across their local schools and communities.

    Designed to celebrate well-rounded achievement rather than just academic excellence, the new award program aligns directly with NBD’s long-term ESG commitments. It spotlights graduating students who have stood out through demonstrated leadership, consistent community service, intentional environmental stewardship, and active engagement in both school and local community organizations.

    The pilot launch of the initiative drew broad participation from 32 educational institutions spanning every tier of Dominica’s education system: three preschools, 16 primary schools, 11 secondary schools, and two tertiary learning institutions. Per the program’s structured framework, each participating school was invited to put forward one graduating student for the award through an open, transparent selection process that prioritized tangible, meaningful contributions to campus and neighborhood life over grades or test scores.

    In an official statement accompanying the announcement of the award’s completion, NBD Marketing Manager Michelle Joseph explained that the program was crafted specifically to elevate young people already working to build a more prosperous, equitable future for Dominica. “Through the Growth and Impact Award, we sought to recognize the young people who are actively shaping a brighter future for Dominica through service, leadership, and social responsibility,” Joseph said. “These students represent the values that inspire sustainable development and strong communities, and we are honoured to celebrate their achievements.”

    Each of the 32 selected student recipients received a custom plaque or commemorative trophy to mark their achievement, alongside a gift certificate from local retailer Jays Ltd. to cover the cost of school supplies as they advance to the next stage of their educational journeys. Beyond recognizing individual students, NBD also allocated direct financial contributions to all participating educational institutions to help offset rising graduation-related operational costs.

    The full list of 2026 Growth and Impact Award recipients includes: Chervelle Maximea, Jenesis Durand, Kezia Challenger, Jacquelle Frederick, Sherlana Euzebe, Shane Sango, Raj Joseph, Keyantay Martin, Hubert Bernard, Desmond Casimir, Shanica Edwards, Kaidy Baron, Kaiden Williams, Kenzym Letang, Harmony Henry, Dejanni Maximin, Adia Durand, Yemi Matthew, Seanna Fingal, Melianna John, DeAndre David, Jhace Jno Baptiste, Ashtel Alfred, Caleb George, Lina Smith, Rivaldo Charles, Danica Gabriel, Madleah Fontaine, Kurdez Simon, Kalee Marie, Micha Alcendor and Jaidyne Francis.

    All recipients were selected for their consistent, demonstrated commitment to leadership, service, and positive impact within their respective school and community contexts. NBD extended formal congratulations to all honorees, wishing them ongoing success as they advance to further study and grow into the nation’s next generation of leaders, innovators, and social changemakers.

    Program organizers noted that the inaugural initiative received widespread, enthusiastic support from educational institutions across the island, a response that reflects NBD’s decades-long investment in Dominica’s education and youth development sectors. Unlike traditional student recognition programs that prioritize academic outcomes, the Growth and Impact Award centers non-classroom achievement, elevating leadership, volunteer work, environmental advocacy, and local community engagement.

    For NBD, the successful launch of the new award program marks a meaningful milestone in the bank’s ongoing investment in Dominica’s future. Following the positive reception of the pilot, bank leadership confirmed it is already evaluating strategies to expand and strengthen the initiative in coming years. “The overwhelming participation and support from schools across the island demonstrate the value of creating opportunities to celebrate well-rounded student achievement,” Joseph added. “We thank every participating institution for partnering with us to recognize and encourage the next generation of leaders.”

    Per NBD’s official overview, the Growth and Impact Award is more than a one-off recognition program—it is a tangible reflection of the bank’s broader organizational commitment to advancing educational progress, strengthening local communities, upholding environmental responsibility, and empowering young people to grow into active, engaged citizens.

  • De Surinaamse Effectenbeurs: ontwikkelingen in het eerste halfjaar van 2026

    De Surinaamse Effectenbeurs: ontwikkelingen in het eerste halfjaar van 2026

    After two years of rapid expansion across 2024 and 2025, the Suriname Stock Exchange (SSX) has extended its upward trajectory into the first six months of 2026, though growth has slowed from the breakneck pace of prior periods, new market data shows. In a mid-year review of the country’s leading equities and bonds platform, analyst Stephen Smit breaks down key performance indicators to map the exchange’s evolving landscape. By the end of June 2026, the SSX benchmark index had climbed 7% year-over-year from its 2025 close of 137,645, reaching 147,526. For stock-only trading, total turnover hit 2.038 million Surinamese dollars (SRD) in the first half of 2026, compared to 7.456 million SRD for the full 2025 calendar year, confirming that the explosive expansion of the prior two years has softened to a more moderate rhythm. A notable development that has reshaped the exchange’s activity came in May 2025, when SSX added trading for Staatsolie N.V. corporate bonds denominated in both U.S. dollars and euros, expanding beyond its traditional core of equity trading. The new bond segment has quickly gained traction among investors: in 2025, total USD-denominated bond trading hit 132,500 USD, while just the first half of 2026 already saw 217,600 USD in bond turnover plus an additional 47,000 EUR in trades. When including these bond volumes, SSX’s total combined turnover for the first half of 2026 jumps by more than 10 million SRD, reaching approximately 12 million SRD overall. The performance of the new bond segment confirms that SSX has built a robust, functional platform for fixed-income trading, according to the analysis. SSX operates trading sessions twice per month, resulting in 12 total trading days in the first half of 2026, with recorded trading activity on every single session. Breaking down equity trading volumes, the most heavily traded share by unit count was DSB, with 3,232 units changing hands, followed by CIC with 1,523 units. By frequency of trading, Assuria shares recorded activity on all 12 trading sessions, leading all listed equities, while CIC shares traded on 8 sessions. Five listed funds saw no trading activity at all in the first half of 2026: Elgawa, Torarica, Varossieau, VSH Foods and VSH United. Across all listed equities, a total of 5,461 units were traded in the opening six months of the year. When looking at share price performance, Torarica once again claimed the top spot for annual growth, posting a 68% price increase year-over-year since the end of 2025, following an even more dramatic 280% gain in 2025. Notably, despite this steep price appreciation, no Torarica shares changed hands in the first half of 2026. Full, updated price data for all listed shares as of the end of June 2026 is published via the exchange’s official website. SSX follows a transparent publishing routine, posting a full market bulletin with updated trading activity and price data immediately after every trading session on its official website at www.surinamestockexchange.com.

  • JetBlue to End Antigua Service in October as Airline Reshapes Network

    JetBlue to End Antigua Service in October as Airline Reshapes Network

    U.S.-based low-cost carrier JetBlue Airways is set to cease all operations to Antigua and Barbuda by the end of 2026, marking a complete exit from the Caribbean destination as part of a strategic network reallocation to grow its Fort Lauderdale, Florida hub, multiple aviation industry publications have reported.

    Per internal company correspondence first obtained by aviation outlet The Points Guy, the airline’s final scheduled flights connecting the U.S. to V.C. Bird International Airport will depart and arrive on October 31, 2026. After that date, JetBlue will permanently stop serving the destination. This move is not an isolated cut, but a core component of the carrier’s broader JetForward business strategy, which centers on boosting long-term profitability and cementing JetBlue’s market position in its highest-priority geographic hubs.

    Industry outlet Aviation Week independently confirmed that the Antigua route is among several underperforming or low-priority destinations being cut to free up aircraft and crew resources. While JetBlue has not released a formal public statement specifically addressing its withdrawal from Antigua and Barbuda, the airline has verified its broader network restructuring plans to U.S. aviation media. A check of the carrier’s online booking system also shows no available reservations for Antigua flights after October 31, 2026, aligning with the details of the leaked internal memo.

    Per reporting from The Points Guy, customers who have already booked tickets for travel beyond the exit date will be contacted directly by JetBlue. The airline will offer either rebooking on alternative carriers or full refunds for the canceled reservations.

    JetBlue first entered the Antigua market in 2015, as part of a wider push to expand its Caribbean route network. For nearly a decade, it operated primarily nonstop service between New York’s John F. Kennedy International Airport and V.C. Bird International Airport, bringing additional competition to the U.S.-Antigua travel market. JetBlue’s exit will reduce choice for consumers and tighten competition on routes connecting the Caribbean nation to the United States. At this stage, it remains unclear whether other airlines operating in the region will step in to add extra capacity to fill the gap left by JetBlue’s departure.

  • US dining brands arrive in Trinidad

    US dining brands arrive in Trinidad

    For many Trinidadians, the casual American dining chains Applebee’s and IHOP have only existed in TV commercials during imported U.S. cable programming or as a distant memory from overseas trips. That is set to change in less than a month, as the first ever co-branded location of the two chains prepares to open its doors at Grand Bazaar in Valsayn, with a target launch date in mid-August.

    The path to this opening has not been straightforward, according to project CEO Vishnu Maharaj. What is now the IHOP-Applebee’s site was originally planned as a Trinidad outpost of American seafood chain Red Lobster, a project that was nearly complete when the parent company filed for Chapter 11 bankruptcy protection in the U.S., bringing all development to an immediate halt. “The décor was done. There was a very exquisite wooden décor with mahogany wood. When the project came to a halt, I looked for something else,” Maharaj recalled in an interview with local outlet Express.

    Maharaj first considered bringing in Asian chain PF Chang’s, but advisors warned against the move, noting the local market already had a saturated selection of Chinese-focused restaurants. It was not until June 2024 that Maharaj learned of the new dual-brand IHOP-Applebee’s concept that had launched in Mexico, and he immediately recognized the unique opportunity. “Those two franchises coming to Trinidad for the first time—I had to get it. I approached the franchise company, so it started from there,” he said.

    Even after securing the dual-brand rights, Maharaj made one last attempt to revive the Red Lobster project after the chain emerged from bankruptcy under new ownership. However, the new leadership told him the brand was pausing all international expansion to focus on its domestic U.S. operations, clearing the way for the IHOP-Applebee’s venture to move forward.

    Looking at shifting consumer tastes, Maharaj explained why the new dual concept made far more sense for the current market than the decades-old Red Lobster plan. Thirty years ago, when Maharaj first pursued the Red Lobster project, the chain was a leading affordable family dining option in the U.S., but it has since been outpaced by newer casual dining concepts. The IHOP-Applebee’s combo offers an unparalleled experience: two iconic global brands operating under one roof with a single combined menu that lets diners mix and match items from both chains. The location will operate 7 a.m. to 10 p.m. Sunday through Thursday, with extended hours until 11 p.m. on Fridays and Saturdays to accommodate weekend crowds.

    Since news of the opening broke on social media, local reaction has been overwhelmingly positive, Maharaj said, with widespread excitement building across the country in just 24 hours. “Years of hard work seem to be paying off,” he noted. Maharaj emphasized that the project was intentionally designed to fill a gap in the local market: with no shortage of local dining options already operating in Grand Bazaar and across Trinidad, the venture brings an authentic international casual family dining experience to locals who have never had the chance to travel to the U.S. to visit these chains. “Another local restaurant was not the solution,” he said.

    Unlike many international hospitality ventures in Trinidad, Maharaj does not anticipate foreign currency access will be a major barrier to operations. All food supplies will be distributed through local retail giant Massy Distribution, which already has established access to foreign exchange to cover import costs, the main forex expense for the restaurant. The location will employ a minimum of 60 full and part-time staff to cover operating hours.

    While parking congestion is a common challenge at most Trinidadian malls, including Grand Bazaar, Maharaj is confident the issue will not deter diners. The restaurant’s early opening hours for breakfast mean most customers will arrive before mall stores open at 9 a.m. on weekdays, and the mall is fully closed on Sundays, when the restaurant remains open. When mall stores are operating, the property offers a complimentary shuttle service from the less crowded north entrance parking lot to the central shopping area, helping to ease overflow.

    Maharaj confirmed the Trinidad location will serve the exact same core menu as any U.S. or international outpost, with just a small number of exclusive additions created specifically for the dual-brand concept. There are no current plans to add localized menu items to appeal to regional tastes, a move Maharaj says is unnecessary given the size of the combined menu, which offers more than 100 options to suit a wide range of preferences. “Why would I want to alter a perfect menu at this time? Later on, we could probably try something for a limited time. If it works then we put it on the menu,” he said.

    To mark the opening, the first 100 children who visit with a paying adult on launch day will receive a free stack of IHOP’s signature pancakes. Maharaj noted that modern Trinidadian consumers are far more receptive to international brands than they were when the first McDonald’s opened in Port of Spain decades ago, thanks to increased global travel and wider exposure to international culture through media. He added that there is plenty of room for both local and international dining brands in Trinidad’s growing casual dining market, noting that consumers regularly mix up their dining choices rather than sticking exclusively to one or the other. With few dedicated family casual dining options currently available locally, Maharaj says the dual-brand outlet fills a clear need that will be welcomed by diners across the country.

  • Cuba, Roberto Morales Ojeda, Pinar del Río, projects, revitalization, July 26th

    Cuba, Roberto Morales Ojeda, Pinar del Río, projects, revitalization, July 26th

    In the sun-baked agricultural municipality of Cumanayagua, Cuba’s Cienfuegos province, a 100% Cuban-owned micro, small and medium-sized enterprise (MSME) is rewriting the playbook for balanced commercial success: growing global export reach while lifting up local producers and communities.

    Aricumay State Commercial Company operates as a single-partner entity under the Arimao Citrus Company, with both operations based within close proximity in Cumanayagua. Unlike many trading firms that focus exclusively on either domestic or international markets, Aricumay has built its model on dual purpose: prioritizing cross-border sales while addressing pressing domestic needs for affordable goods and community investment.

    The company’s core business connects small-scale and independent producers across four Cuban provinces to global market opportunities. Its team actively scouts local producers based on their untapped potential, working with growers of hot peppers—its top export commodity—alongside avocados, mamey, mango, loquat, ginger, garlic, beans, root vegetables, other fresh produce, and charcoal. Today, Aricumay holds mutually beneficial partnership agreements with 45 local producers and industrial operators across the region.

    What sets Aricumay apart from other commercial operations is its integrated support system for affiliated producers. Using foreign currency earned from international sales, the company sources and distributes critical inputs that are often hard to access for local growers: modern farming technology, chemical fertilizers, organic compost, work clothing and protective footwear. Another key competitive advantage that has earned Aricumay long-term trust from producers is its consistent, fast payment structure, disbursing funds to partners in both foreign and local Cuban currency without delays.

    Currently, Aricumay’s export portfolio reaches five European markets—England, France, the Netherlands, Spain, and Portugal—alongside Canada, marking a significant milestone for a young Cuban MSME. Beyond exports, the company extends its impact deep into the local community. A portion of all foreign currency revenue is reinvested into local social programs benefiting Cumanayagua residents. Through partnerships with domestic factories, Aricumay also distributes a wide range of affordable basic goods, including toiletries, fruit pulps, jams, pasta, hams, pork and smoked products, sold at prices far below the average market rate at local points of sale and regional fairs. The company also supplies value-added fruit products like nectars, pulps and jams to public hospitals across Cienfuegos province.

    As a still-developing operation less than two years old, Aricumay has already established a reputation for operational expertise at the municipal level, and leadership has outlined aggressive plans for further expansion of its community and commercial reach. To support extended workdays that often run into the night and avoid disruptions from energy shortages, the company has already invested in solar panel systems to achieve full energy independence, demonstrating its commitment to sustainable, uninterrupted growth.

    Economic specialist Yolexis Abreus Abreus notes that Aricumay’s success is rooted in its collaborative approach, working closely with all local economic actors—both state-owned and private, from large landholders to small independent producers—across every existing production model in the region. For its leaders and workers, Aricumay is more than an export business: it is a proof of concept that local Cuban producers have the potential to compete globally, while reinvesting in the communities that make their success possible.

  • SSB Moves to Expand Stake in Hydro Belize

    SSB Moves to Expand Stake in Hydro Belize

    On July 16, 2026, Belize’s Social Security Board (SSB) has announced plans to grow its existing investment in Hydro Belize Limited through a proposed $20 million share purchase, a move that has sparked both support from top government officials and public scrutiny over governance and financial strategy.

    Prime Minister of Belize has framed the planned stake expansion as a strategic, forward-thinking decision that stands to deliver long-term benefits to SSB contributors, while reinforcing the long-term stability of the national social security fund. However, the proposed transaction has not escaped criticism, with independent observers and stakeholders raising pointed questions about the deal’s transparency, underlying financial risk, and the growing concentration of SSB’s investment portfolio in a single domestic energy asset.

    To clarify details of the ongoing corporate transition and the investment outlook, local reporters reached out to Hydro Belize Board Chair Lynn Young for comment. Young, who led the company’s interim board ahead of the share purchase plan, confirmed that corporate transition activities are progressing according to schedule. “It’s going very smoothly,” Young explained in an interview. “Now we have the new shareholders on board. SSB has given notice of who their directors will be as well. At the next annual general meeting, both the large controlling shareholder and smaller minority shareholders will have the opportunity to vote on the full board slate, so that process is moving forward as planned.”

    Young noted that day-to-day operations of the utility have remained fully uninterrupted through the ownership transition. “At the management level, things run as per normal,” she said. “The company is run by a very competent set of all Belizeans actually and they just continue to run as normal and doing a good job actually.”

    When asked to assess the merits of SSB’s planned additional investment, Young emphasized that the final investment decision rests entirely with SSB’s own leadership and investment committee, on which she does not hold a seat. That said, she offered a bullish assessment of the company from her perspective as board chair. “From my opinion, it is a good investment. I think Hydro Belize Limited is one of the best-run companies in this country, and I think the assets are really solid assets. They have a proven track record and they do a good job. So I think it is a very good investment,” Young said, adding that SSB’s decision to commit additional capital indicates the board shares that positive outlook.

    Following requests for comment from reporters, SSB issued a formal statement defending its investment process, pushing back against claims of inadequate transparency. The board confirmed that every investment proposal brought before it undergoes rigorous multi-stage due diligence, including independent reviews of financial projections, legal compliance, corporate governance structures, and potential downside risk. SSB also noted that all major investment plans are subject to advance public disclosure, with processes designed explicitly to protect the interests of the contributors whose savings make up the fund.

    This report is a transcribed excerpt from a televised evening news broadcast, with all Creole language statements rendered using a standardized spelling system for published distribution.

  • Belize’s Drone Boom Collides with Regulatory Uncertainty

    Belize’s Drone Boom Collides with Regulatory Uncertainty

    As Belize’s commercial drone sector experiences rapid expansion that has crowded the country’s national airspace, the nation’s top civil aviation authority has extended the timeline for finalizing updated unmanned aerial system (UAS) regulations, pushing the deadline to the end of July following industry criticism of a rushed, closed drafting process.

    The Department of Civil Aviation launched a stakeholder consultation session on July 16, 2026, bringing together commercial drone operators, drone service businesses, and other key parties to gather input on the proposed rulebook — a step that came after industry representatives raised concerns last month that regulators had moved forward with drafting without sufficient opportunities for public and industry input.

    In response to the backlash and the unexpected volume of public and stakeholder feedback submitted during the initial comment period, the department has extended its review and revision window. Department director Nigel Carter explained in remarks at the consultation that the extension is intended to allow regulators to thoroughly analyze all submitted comments and craft a framework that balances the needs of the fast-growing drone industry with the core mandate of protecting airspace safety.

    “We have put out a press release indicating that we’re actually extending the time for us to give a response. We have to analyze the comments properly and then come out with something that will, as best as practical, work for all parties,” Carter said. He noted that unplanned events, including recent drone-related incidents, have also diverted regulatory staff time, making the original timeline unfeasible.

    Carter added: “It’s always better to underpromise and overdeliver as opposed to the other way around whereby you’ll keep asking me, ‘Why it not ready yet?’ So, we expect to have it completed before the end of July. We put the end of July as a deadline for it.”

    The core priority of the new regulations, Carter emphasized, is establishing clear safety requirements that match the high standards already in place for manned aircraft. Operators of drones, he argued, need a clear understanding of airspace rules to avoid dangerous conflicts that could disrupt aviation activity across Belize.

    “The amount and level of training that is given to persons operating manned aircraft is quite significant. And so we have to be able to, for all intents and purposes, regulate and ensure that those that are operating drones understand the usage of the airspace, otherwise there could be havoc,” Carter said.

  • How a beach house dream became StolenTime’s 60-year success story

    How a beach house dream became StolenTime’s 60-year success story

    Deep in the tropical heart of Saint Lucia, a decades-old dream rooted in a husband’s loving promise to his wife has reached an extraordinary milestone. What began as a quiet ambition to build a private beach house in the 1940s has bloomed into one of the Caribbean’s most enduring and beloved hospitality success stories, marking six decades of operation this year.

    The story traces back to Dennis Barnard, who purchased a stretch of sun-drenched beachfront land years before all-inclusive resorts revolutionized Caribbean travel. Barnard’s wife, Marguerite Laurie Barnard, had long nurtured a dream of raising a family in a beachfront home of their own, and pushed her husband to seize the opportunity. That fateful purchase laid the foundation for what is today known as StolenTime by Rendezvous, a family-owned resort that has welcomed millions of guests since 1966 and shaped the trajectory of Saint Lucia’s tourism industry forever.

    On a warm Wednesday evening, hundreds of guests gathered beneath the resort’s towering native trees to mark the momentous diamond anniversary. Attendees spanned generations: members of the Barnard family, sitting government officials, industry leaders, current and former long-time employees, loyal repeat visitors, and close friends of the resort came together to celebrate the landmark occasion. The night concluded with a brilliant firework display painting the Caribbean sky, a fitting tribute to a resort that has been woven into the fabric of Saint Lucia’s national identity for 60 years.

    When the property first opened its doors to guests in the summer of 1966, it operated under the name Malabar Beach Hotel. Fifteen years later in 1981, it rebranded to Couples St Lucia, earning its place as one of the Caribbean’s very first fully all-inclusive resorts. A decade later in 1991, the property adopted the name Rendezvous, a brand that would carry it through the turn of the century. After the global COVID-19 pandemic upended the international travel industry, the resort underwent a full reimagining: it emerged as StolenTime by Rendezvous, a wellness-focused retreat that retained the signature personalized service that had set it apart from competing properties for decades.

    For current CEO Andrew Barnard, grandson of founder Dennis Barnard, the 60th anniversary celebration meant far more than marking a business milestone. Addressing the crowd of attendees gathered for the event, he reflected: “Tonight, as I look around, I do not simply see guests gathered to celebrate a resort story. I see six decades of friendship, dedication, loyalty, and shared memories. More than anything else, that is what StolenTime truly represents.”

    Barnard walked attendees through his grandfather’s original vision, explaining that what started as a simple plan for a family beach house quickly grew into something much bigger. “He believed that visitors could experience the genuine warmth of Saint Lucia through authentic hospitality, personal service, and a true sense of belonging,” Barnard said, adding that even as the resort expanded and evolved through six decades of changing travel trends, this core philosophy has never wavered.

    Tracing the resort’s journey from Malabar Beach Hotel to its current identity as StolenTime, Barnard framed each rebrand as a careful adaptation to shifting traveler demands, all while remaining anchored to the family’s original values. “As the resort emerged from the shadow of the COVID pandemic, the team reimagined the resort as a wellness-focused retreat and relaunched as StolenTime,” he explained. “While names have changed, the resort’s purpose has not. If there’s one thing that these 60 years have taught us, it is that our greatest strength has never been our buildings, our tropical beach, our location, or our breathtaking gardens. It is always and always will be our people.”

    In a moment of good news to mark the anniversary, Barnard announced the resort had just earned international recognition: it was recently ranked among the Top 24 Best Hotels and Resorts in the Caribbean by readers of Travel + Leisure magazine. “It is an amazing achievement to be forging its place next to some of the most iconic hotels and resorts in this region,” he said.

    Yhasmine Hylton, general manager of StolenTime who has led the property for the past five years, noted that reaching a 60-year milestone is a rare feat for any hospitality business, especially one that remains independently family-owned and locally rooted. “Sixty years is an extraordinary achievement. Few resorts have the privilege of celebrating such a milestone, and fewer still are family-owned, homegrown, and deeply rooted in Saint Lucia,” Hylton said. She added that the resort’s true magic extends far beyond its postcard-perfect beachfront setting. “It is found not only in its beautiful setting, but in the relationships created here, the memories shared, and the genuine warmth extended to every guest.”

    Reflecting on six decades of guest experiences, Hylton remarked that the resort’s lush gardens have born witness to some of life’s most precious moments. “If these gardens could talk… they would tell countless stories. They would speak to honeymoons and anniversaries, proposals and reunions, laughter shared over dinner, quiet walks along the beach at sunset, and friendships that have lasted a lifetime.”

    Hylton also emphasized the critical role generations of employees have played in the resort’s long-term success, highlighting the legacy of Sandra John, the resort’s longest-serving team member who retired last year after 52 years of dedicated service. “These are really years of service,” she said. “Many employees have spent decades becoming part of the memories guests carry home with them.”

    Addressing the anniversary gathering, Deputy Prime Minister and Minister for Tourism Dr Ernest Hilaire praised the Barnard family for nurturing one of Saint Lucia’s most beloved hidden treasures while maintaining a people-first approach to hospitality. Recalling his own childhood, Hilaire shared that he often walked along the beach bordering the resort property on his way home from school, but did not step onto the resort grounds until decades later. “I was really, really blown away with the beauty of this property and the serenity of this property,” he said. “You’ve done a fantastic job to keep this gem hidden in Saint Lucia.”

    Hilaire noted that the evening’s celebration reinforced a timeless truth that outlasts every passing travel trend: “No matter what happens in terms of new fads and new trends, there’s an unquestionable principle that defines the quality of a hospitality offering like yours, and that is how you make people feel.” He also commended the resort’s decades-long commitment to its staff, pointing to the 52-year tenure of Sandra John as proof of the resort’s positive work environment. “How does somebody work at one particular place for 52 years? It says something about the appreciation for the experiences they go through when they come to work,” he said.

    The minister further acknowledged the resort’s outsized contribution to putting Saint Lucia on the global tourism map, noting that travelers he meets when traveling overseas often share fond memories of stays at the property, even when they reference one of its former names. “You’ve been one of the finest ambassadors for Saint Lucia,” he told the resort’s leadership.

    Looking toward the future, Barnard said the resort’s focus will remain on growing while staying true to its roots, with planned ongoing investment in wellness programming, innovative guest experiences, and deepened community partnerships across Saint Lucia. “Our responsibility is not only to preserve what has been built over the past 60 years,” he said, “but to continue building upon it so that those who come after us experience the same warmth, care and authenticity that has defined this unique and beautiful place from the very beginning.”

    As the final fireworks faded into the tropical night sky over the Caribbean Sea, the celebration stood for more than six decades of successful operations. It honored a humble family dream that grew from a simple beach house plan into one of Saint Lucia’s most recognizable and respected hospitality brands. Even as buildings, names, and travel trends shift across the region, one thing remains constant: thoughtful, authentic hospitality never goes out of style.