标签： Trinidad and Tobago

The Trinidad and Tobago Ministry of Agriculture and Fisheries has initiated a comprehensive strategy to resurrect the nation’s declining coconut sector, targeting US$1 billion in agricultural exports. Minister Ravi Ratiram unveiled the ambitious plan during a ceremonial distribution of Brazilian dwarf coconut seedlings at the Central Experiment Station in Centeno on December 1.

Minister Ratiram revealed alarming statistics showing agriculture’s contribution to GDP has plummeted by $1.4 billion to just $650 million over the past decade, representing a more than 50% deterioration. The ministry’s intervention focuses on developing a complete coconut value chain rather than simply increasing raw nut production. This integrated approach encompasses farming, processing, manufacturing, distribution, and export operations.

The Brazilian green dwarf coconut variety was specifically selected for its superior genetics, pest resistance, and exceptional water-producing capacity of over 600ml per nut. Each participating farmer received ten seedlings as part of the initial phase, with over 150 growers already expressing interest in the revitalization program.

The Caribbean Agricultural Research and Development Institute (CARDI) plays a crucial role in this initiative, providing expertise in genetic improvement, pest management, and technical training. Executive Director Ansari Hosein outlined parallel efforts including establishing seed gardens across nine EU countries, with projected annual production of 45,000 nuts within two years.

Global market projections indicate substantial opportunity, with the coconut water market expected to surpass US$11 billion by 2060 and the overall coconut market anticipated to exceed US$58 billion by 2030. The ministry recognizes challenges including aging tree populations, lethal yellowing disease, South American palm weevils, and decades of underinvestment.

Chief Technical Officer Ian Mohammed emphasized that the seedling distribution symbolizes both literal and figurative investment in transforming agriculture into a driver of food security, rural development, and economic diversification. The program represents a strategic partnership between government, research institutions, and farmers to restore Trinidad and Tobago’s position in the global coconut market.

Celebrating its centennial anniversary, Caribbean conglomerate Agostini Ltd. has announced robust financial results for fiscal year 2025, demonstrating significant growth amid strategic expansion. The Trinidad-based group reported a 6.9% increase in revenue, reaching $5.44 billion compared to $5.09 billion in the previous year.

Chairman Christian Mouttet characterized the period as one of ‘strategic transformation,’ noting the company achieved ‘another year of record revenue and earnings.’ The performance was primarily driven by two major acquisitions—Pharmacy Holdings Ltd (PHL) and Massy Distribution (Trinidad) Ltd—which substantially expanded Agostini’s presence in pharmaceutical and consumer distribution markets.

Financial metrics showed substantial improvement across key indicators: Profit attributable to shareholders climbed to $230.3 million from $209.7 million, while earnings per share increased from $3.03 to $3.33. Operating profit rose 5.4% to $511.2 million, and pretax profit reached $435.6 million. After accounting for $123.3 million in taxes, net profit settled at $312.3 million, marking a 7.6% year-over-year improvement.

The group’s comprehensive income, incorporating foreign exchange gains and pension adjustments, totaled $328.2 million, with $247.8 million attributable to shareholders and $80.4 million to non-controlling interests. Total assets grew to $4.89 billion, while shareholder equity increased to $2.48 billion.

Despite these gains, the company acknowledged challenges including persistent inflation, supply chain disruptions, and foreign exchange constraints that continue to pressure margins. Finance costs increased to $75.6 million, though these were partially offset by foreign exchange gains of $15.57 million.

Agostini’s expansion strategy has attracted regulatory attention. Recent parliamentary hearings examined market concentration in pharmaceutical distribution, with industry representatives noting that Agostini’s Aventa division reportedly imports approximately 74% of privately supplied medicines. While no formal investigation has been announced, the Prime Minister has signaled intentions to address drug pricing and market dominance concerns.

The conglomerate continues to pursue growth through acquisition, currently proposing a share-swap merger with Prestige Holdings Ltd. that would exchange one AGL share for every 4.8 PHL shares. This transaction remains subject to regulatory approval from the Trinidad and Tobago Fair Trade Commission.

A recent study tour to Manizales, Colombia has provided Trinidad and Tobago with a strategic blueprint for developing a robust national innovation ecosystem. Led by Vashti Guyadeen of the Trinidad and Tobago Chamber of Industry and Commerce, the delegation examined Colombia’s successful Triple Helix model that integrates academia, industry, and government collaboration to accelerate entrepreneurship and economic growth.

The research identified five foundational pillars essential for innovation ecosystem development: coordinated national governance to align ministerial initiatives, integrated programming across accelerator programs and university initiatives, accessible infrastructure including prototyping labs and research facilities, capacity development through entrepreneurship training, and data-driven decision making using systematic innovation metrics.

Educational alignment emerged as a critical success factor, with recommendations for cross-disciplinary entrepreneurship education, enhanced research commercialization pathways through innovation vouchers and matching grants, strengthened internship programs, and shared infrastructure agreements among tertiary institutions modeled after Colombia’s SUMA alliance.

The proposed institutional architecture calls for a National Innovation Partnership comprising senior leaders from public, private, academic, financial, and civil society sectors to set strategic priorities and oversee funding allocations. This co-ownership model reduces government dependency while increasing sustainability.

Priority sectors identified for diversification include technology (fintech, cybersecurity, energy tech), advanced manufacturing utilizing Industry 4.0 technologies, agriculture technology with climate-smart farming approaches, and creative industries leveraging global demand for music and digital content.

Strategic infrastructure requirements encompass enhanced accessibility to Cariri’s existing facilities, purpose-built innovation hubs, structured national mentorship networks, and continuously coordinated accelerator programs. Financing mechanisms should include a National Innovation Fund, private sector venture arms, diaspora engagement for investment and technical capacity, and risk mitigation instruments like credit guarantee schemes.

Accountability measures propose transparent tracking through key indicators: new firm creation, SME scale-up performance, research commercialization outputs, non-energy job creation, venture capital investment levels, and Global Innovation Index performance, with annual Innovation Report Cards to monitor national progress.

The Manizales case study demonstrates that formalized governance, integrated programming, and shared accountability create successful innovation ecosystems, offering Trinidad and Tobago a proven framework for economic diversification and resilience building.

In 1967, the Trinidad and Tobago government faced a critical crossroads in preserving its national airline, BWIA, after the collapse of a highly anticipated Canadian rescue plan. Despite prolonged diplomatic efforts, Canada’s Air Canada partnership proposal foundered due to one fundamental requirement: the unwillingness of other Caribbean governments to join a regional consortium.

Canadian Prime Minister Lester B. Pearson conveyed the setback with diplomatic nuance in correspondence with TT’s leadership, noting, ‘In a matter as complex as this… reactions have not been forthcoming quickly, or in a clear-cut fashion. What information we have received has not in fact been uniformly encouraging.’ This diplomatic phrasing masked the stark reality that regional cooperation efforts had failed.

Simultaneously, an alternative proposal emerged from New York investment firm R.W. Pressprich & Co. International Ltd. and Trans World Airlines (TWA). Their July 1967 proposition outlined a radical restructuring: a multinational Caribbean carrier with 60% government ownership (TT, Barbados, Guyana, Jamaica) and 40% private investment, though profit distribution would favor investors at 60%.

Initially skeptical due to previous regional disappointments, the TT government found Pressprich unexpectedly flexible. By August 29, the firm amended its proposal to invest directly in BWIA’s existing structure without requiring prior commitments from other governments. The revised terms exempted TT from additional capital injection while maintaining existing debt guarantees and offering appropriate economic incentives.

A significant sweetener emerged in the form of a proposed Hilton hotel development at Rocky Point, Tobago, recognizing the symbiotic relationship between airline seats and hotel beds. This tourism infrastructure component, backed by TWA’s technical expertise, added considerable appeal to the package.

After intensive negotiations throughout September and October 1967, a memorandum of understanding was accepted by the TT government on December 5. This led to the formation of Caribbean International Ltd. as Pressprich’s investment vehicle, while TWA commenced comprehensive operational studies under the direction of senior aviation experts.

The culmination arrived on May 24, 1968, with signed agreements between the TT government, BWIA, and Caribbean International Ltd., concluding a complex nine-month negotiation that salvaged the national airline through transatlantic investment rather than regional cooperation.

A critical examination of Trinidad and Tobago’s pharmaceutical sector reveals systemic challenges in market competition, with the Fair Trading Commission (FTC) facing intense scrutiny for its perceived inactivity. Despite receiving $11.4 million in taxpayer funding over five years, the regulatory body has demonstrated remarkable reluctance to address market concentration concerns, as revealed during recent parliamentary committee disclosures.

The core issue stems from fundamental market distortions created by state-subsidized healthcare systems, which have systematically shifted consumer behavior from local pharmacies toward large chains offering significantly lower prices. This transition has created an environment where a handful of major distributors dominate the market, particularly those securing lucrative government contracts for supplying public healthcare facilities.

Recent developments highlight the FTC’s operational paralysis. In 2024, the Private Pharmacy Retail Business Association filed a formal complaint alleging monopolistic practices within the drug sector. Rather than initiating investigation procedures, the FTC dismissed the submission on technical grounds, requesting additional documentation instead of addressing the substantive concerns. Compounding this regulatory inertia, FTC executive director Bevan Narinesingh revealed the commission’s hesitation to pursue matters without a fully constituted board—an explanation that raises questions about the organization’s operational capacity.

The political dimension has further complicated the situation. Prime Minister Kamla Persad-Bissessar has drawn parallels between pharmaceutical market concerns and previous allegations about foreign exchange cartels, accusing previous administrations of enabling monopolistic practices that benefit privileged interests. However, market analysis suggests the situation involves more complex structural factors rather than simple monopolistic exploitation.

Contrary to conventional economic theory suggesting monopolies inherently drive prices upward, some major distributors actually offer common medications like Panadol at reduced prices. This apparent paradox underscores the market’s unique dynamics, where state procurement practices create economies of scale for selected distributors while simultaneously delaying payments to suppliers—creating a contradictory environment of both advantage and financial strain.

The fundamental concern remains the FTC’s failure to provide transparent market data and timely regulatory intervention. Without authoritative analysis from the designated regulatory body, the pharmaceutical market continues operating amid uncertainty regarding competition, pricing structures, and market fairness—leaving both consumers and smaller market participants without clear guidance or protection.

As the calendar year draws to a close amidst seasonal celebrations and holiday spending, financial experts emphasize the critical importance of year-end financial assessments. This period offers a strategic window for families to evaluate their fiscal health and implement protective measures for the coming year.

Financial advisors recommend five fundamental checks to ensure financial stability entering 2026. First, insurance policies require comprehensive review, particularly following life events such as marriages, career changes, or income fluctuations. Coverage adequacy for health, life, and critical illness insurance must be assessed relative to age and family medical history to prevent potential financial vulnerabilities.

Second, beneficiary designations demand verification—a frequently neglected yet crucial task. Ensuring accurate spelling and intended recipient listing in all policies can prevent protracted legal complications and unnecessary expenses. This simple five-minute verification process offers disproportionate long-term protection.

Third, emergency fund evaluation remains paramount. Households should maintain minimum three-month expense reserves, assess any current-year withdrawals, and plan necessary replenishments for early 2026. Financial stability fundamentally depends on robust emergency preparedness.

Fourth, debt audit procedures require systematic implementation. Listing all outstanding obligations—credit cards, loans, hire purchases—enables identification of high-interest liabilities. Developing strategic reduction or elimination plans for 2026 forms the foundation of financial liberation.

Fifth, budgetary analysis provides critical insights. Examining actual versus projected expenditures helps distinguish necessary expenses from emotional spending patterns. Adjusting future budgets to align with financial objectives represents one of the most effective wealth-building strategies.

These year-end financial rituals transform seasonal festivities into opportunities for creating family security and economic confidence. Professional financial guidance is recommended for policy reviews and goal establishment, providing families with protective assurance and financial clarity as they transition into the new year.