标签： Trinidad and Tobago

TRINIDAD AND TOBAGO – As the nation enters 2026, the Trinidad and Tobago Coalition of Services Industries (TTCSI) has issued a compelling mandate for transformative leadership and governance reform within the country’s crucial services sector. TTCSI President Dianne Joseph declared that the era of informal operations has conclusively ended, emphasizing that compliance must now be recognized as a competitive advantage rather than a regulatory burden.

The services industry, described as the ‘heartbeat’ of Trinidad and Tobago’s economy, faces a pivotal moment requiring rigorous recalibration rather than mere reflection. Joseph’s vision centers on establishing corporate governance excellence as the sector’s defining characteristic, moving beyond transactional relationships to build trust-based ecosystems.

Critical to this transformation is what Joseph terms ‘the new breed of leader’—executives who demonstrate visible commitment to excellence beyond titles or boardroom positions. This leadership paradigm requires courage to innovate while maintaining disciplined adherence to evolving regulatory frameworks, including recent legislative changes such as the Finance Bill 2025.

The TTCSI advocates for a fundamental rethinking of organizational structures, emphasizing clear separation of powers between boards, management, and staff. The board’s role must remain strictly strategic and fiduciary, while management focuses on tactical execution, and staff deliver technical and administrative functions. This clarity, Joseph argues, is essential to prevent organizational chaos and ensure accountability.

Continuous director development emerges as another cornerstone of the reform agenda. The coalition challenges the dangerous fallacy that board appointment marks the end of learning, insisting that directors must pursue ongoing education in emerging areas including ESG standards, financial oversight, and AI ethics. Static knowledge, in today’s rapidly evolving business landscape, renders directors liabilities rather than assets.

The TTCSI plans to spearhead this educational thrust through strategic partnerships with key institutions, providing members with tools to professionalize governance structures. The organization will encourage member firms to conduct internal audits ensuring their leadership teams actively add value rather than merely occupying positions.

Joseph’s vision positions Trinidad and Tobago’s services sector as an international benchmark for corporate governance, where members are sought not only for technical skills but for their reputation as ethical, well-governed partners. This transformation, she concludes, requires moving from ‘business as usual’ to ‘business at its best,’ honoring the trust of stakeholders through distinction, clarity, and unwavering commitment to excellence.

The year 2025 proved to be a period of significant volatility and unexpected developments within Trinidad and Tobago’s energy landscape, characterized by both promising advancements and substantial setbacks across upstream and downstream operations.

Upstream production metrics revealed crude oil and condensate averaging approximately 52,000 barrels per day during the first half of 2025, while natural gas production maintained 2.5 billion cubic feet per day. These figures represented a marginal oil production increase from 2024 levels alongside a slight gas production decline, according to Ministry of Energy consolidated bulletins.

Several medium-scale gas development projects achieved critical milestones, with BP, Shell, Perenco and EOG advancing initiatives including Cypre, Mento, Coconut, Ginger, Frangipani, Onyx, Kanikonna and Aphrodite. These developments are expected to mitigate production declines from mature fields. The landmark Manatee project is scheduled to commence drilling in 2026 with production anticipated by late 2027 or early 2028.

Conversely, all Venezuelan cross-border gas initiatives experienced complete stagnation. Both the Dragon and Manakin-Cocuina projects faced suspension due to geopolitical tensions between the United States and Venezuela, with concerns emerging that Manatee might similarly be affected. The critical Calypso project continued to languish without reaching Final Investment Decision, despite rumors of BP potentially assuming operatorship.

A surprising development emerged as ExxonMobil secured seven ultra-deepwater blocks through fast-tracked negotiations, theorizing that Guyana’s prolific petroleum system might extend into Trinidadian waters. Exploration activities are scheduled to commence during first-quarter 2026.

Downstream operations suffered a major blow with Nutrien’s complete shutdown of its ammonia and urea facilities, idling 600 employees amid contract disputes with National Energy, gas availability challenges, and global competitiveness pressures. Meanwhile, the new administration progressed with plans to reactivate the Petrotrin refinery through phased restart initiatives, though technical and economic feasibility questions persist.

The energy sector’s trajectory remains heavily influenced by geopolitical dynamics between the United States and Venezuela. Optimal outcomes would involve bilateral support for cross-border gas field development through Trinidadian infrastructure, potentially including utilization of flared gas from Venezuelan onshore operations. Such cooperation could unlock substantial opportunities for Trinidad’s energy services sector.

Renewable energy initiatives gained momentum with BP’s Brechin Castle solar farm achieving initial electricity generation capacity. The Ministry of Energy and National Energy received recognition for pioneering green hydrogen development, while wind resource assessment programs expanded to additional monitoring locations.

Leadership transitions across state energy enterprises including NGC, Heritage Petroleum, and National Energy introduced organizational uncertainty following the April general election. Board restructuring and executive departures raised concerns about institutional stability within these critically important energy institutions.

Trinidad and Tobago’s persistent efforts to boost exports through trade missions and forums have yielded limited sustainable results, not due to lack of ambition among local firms but because of fundamental capability gaps in international market penetration. The Trinidad and Tobago Chamber of Industry and Commerce, through its Export Action Programme (EAP), is addressing these challenges by providing structured support to small and medium-sized enterprises (SMEs) seeking global expansion.

Funded by the EximBank of Trinidad and Tobago, the EAP currently supports 24 firms across diverse sectors including maritime services, fashion, film, IT, and accounting. The program emphasizes that exporting represents a fundamental capability rather than a one-time activity, requiring deliberate preparation, disciplined execution, and sustained commitment to competitiveness.

The program identifies five critical capabilities essential for export success: customer understanding, compliance readiness, strategic branding, structured planning, and relationship management. Rather than focusing solely on promotion, the EAP provides customized support including export diagnostics, tailored action plans, and technical assistance across market intelligence, compliance, branding, strategy, and aftercare services.

A key insight from the program reveals that export development must begin with comprehensive customer understanding. Firms must develop detailed customer profiles supported by focused market research that examines buying patterns, decision-making processes, and price sensitivity in target markets. The EAP assists SMEs in identifying ideal customers, accessing relevant market research through its Trade Desk, and developing export marketing plans grounded in actual market conditions.

Compliance requirements represent another significant barrier, with many SMEs discovering too late that they lack necessary certifications for target markets. The program helps firms identify market-specific compliance needs and sequence required documentation before market entry, transforming compliance from an administrative burden to a strategic enabler.

Digital presence and professional branding have emerged as critical factors in global competitiveness, as first impressions are increasingly made online through websites and digital catalogs. The EAP supports firms in strengthening their export-facing brand identity and digital platforms to signal reliability and readiness to international buyers.

The program also addresses the common absence of structured export plans, helping firms develop clear strategies for priority markets, entry approaches, and practical implementation steps. Finally, the EAP emphasizes that export development doesn’t end with initial shipments but requires ongoing relationship management, buyer feedback responsiveness, and adaptation to market evolution for sustainable growth.