Regenerative Enterprise Clusters: SwissX’s Antigua Hub as a Blueprint for Sustainable Development Skip to content NEWS Regenerative Enterprise Clusters: SwissX’s Antigua Hub as a Blueprint for Sustainable Development By Shockya Team Aug 27, 2026 Regenerative Enterprise Clusters: SwissX’s Antigua Hub...
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Regenerative Enterprise Clusters: SwissX’s Antigua Hub as a Blueprint for Sustainable Development Skip to content NEWS Regenerative Enterprise Clusters: SwissX’s Antigua Hub as a Blueprint for Sustainable Development By Shockya Team Aug 27, 2026 Regenerative Enterprise Clusters: SwissX’s Antigua Hub as a Blueprint for Sustainable Development Summary SwissX has announced a 50‑acre regenerative hub on Antigua that turns sargassum seaweed into soil amendments, biochar and renewable fuels while hosting a business incubation platform. The initiative exemplifies a regenerative enterprise cluster that blends environmental restoration, circular economy principles and entrepreneurship. By comparing SwissX’s model with similar Caribbean projects such as the St. Croix soil‑regeneration partnership, the article outlines best practices for scaling regenerative clusters and the policy levers that can support them. SwissX processed more than 10,000 tons of sargassum per season — unverified SwissX Unveils Antigua Regenerative Hub On 26 July 2026 SwissX announced the launch of a 50‑acre demonstration campus—SwissX Island—in St. John’s, Antigua and Barbuda. The campus is designed to integrate regenerative agriculture, biochar production, renewable energy, environmental restoration and entrepreneurship into a single operating model. SwissX’s proposal positions Antigua as a regional hub for circular economy initiatives that turn the marine nuisance sargassum into valuable products and new businesses. Why Regenerative Enterprise Clusters Matter The Caribbean has seen an unprecedented rise in sargassum seaweed, with 2026 projected to bring more than 40 million tons to the region’s shores. This phenomenon threatens tourism, fisheries and coastal ecosystems, but it also presents an industrial opportunity. Regenerative enterprise clusters—businesses that aim for positive environmental, social and economic impact—offer a framework for turning such waste streams into resources while building resilient local economies. SwissX Island Model The 50‑acre campus combines regenerative agriculture , biochar production , soil improvement , botanical products and a business incubation platform. At its core is a sargassum valorisation plant that processes seaweed into soil amendments, biochar, organic fertilizer and potential biofuel feedstocks. The campus also hosts renewable‑energy installations—solar arrays, wind turbines and a tidal‑hydro system—to power operations and supply excess electricity to the island grid. Turning Sargassum into Value According to SwissX, more than 10,000 tons of sargassum have been processed per season, producing biochar with high porosity and hydrophilicity that can serve as a soil enhancer. The biochar can be used as a carbon‑sequestering amendment, improving water retention and nutrient availability for crops. The residual biomass is also converted into a low‑emission biofuel, creating a closed‑loop cycle that supports local energy security. Renewable Energy and Environmental Restoration SwissX Island’s renewable‑energy portfolio includes a 5 MW solar farm, a 2 MW wind turbine and a 1 MW tidal‑hydro unit. The energy generated powers the sargassum processing plant, the research labs and the business incubation facilities. Excess power is fed into Antigua’s national grid, reducing reliance on imported fossil fuels. The project also incorporates shoreline restoration work—replanting mangroves and coral nurseries—to mitigate erosion and support marine biodiversity. Business Incubation and AI‑Powered Support SwissX has launched an AI‑driven platform that assists entrepreneurs in drafting business plans, financial projections and investment‑ready documentation. The company aims to cultivate a pipeline of 50–100 regenerative businesses by the end of 2027. These ventures span agri‑tech, bio‑fuel production, eco‑tourism and circular‑economy services, creating local jobs and reinforcing the hub’s self‑sustaining ecosystem. Comparative Caribbean Initiatives Similar regenerative clusters are emerging across the Caribbean. The St. Croix soil‑regeneration partnership, highlighted in a 2026 report by the Chesapeake Network, integrates climate‑smart agriculture, nutrient management and community engagement to enhance food security. CARICOM’s Agriculture Week and the U.S.‑Caribbean Partnership to Address the Climate Crisis 2030 provide policy frameworks that support such initiatives. These projects demonstrate that regenerative clusters can be scaled through public‑private collaboration and community‑centric governance. Best Practices for Scaling Regenerative Clusters Successful scaling requires: clear regulatory frameworks that incentivize waste valorisation; financing mechanisms such as green bonds and impact funds; community engagement to ensure local ownership; and knowledge sharing through open‑source data and collaborative research. SwissX’s model illustrates how a single campus can serve as a testbed for technologies, training and market linkages that can be replicated in other island nations. Policy and Investment Implications Governments can support regenerative clusters by providing tax incentives for waste‑to‑resource projects, streamlining environmental permitting and investing in renewable‑energy infrastructure. Investors can target regenerative enterprises that deliver measurable carbon sequestration, job creation and community benefits. SwissX’s transparent reporting and AI platform offer a blueprint for due diligence and impact measurement. Conclusion SwissX’s Antigua regenerative hub demonstrates that a tightly integrated system of waste valorisation, renewable energy and business incubation can create a self‑sustaining ecosystem. By aligning environmental restoration with economic development, the hub offers a scalable model for Caribbean island nations and beyond. Policymakers and investors who adopt the regenerative enterprise cluster framework can unlock resilient, carbon‑negative growth pathways that benefit both local communities and the global climate agenda. Related visual from gathered sources Conclusion SwissX’s Antigua regenerative hub illustrates how integrated waste valorisation, renewable energy and entrepreneurship can form a regenerative enterprise cluster that delivers environmental, social and economic benefits. Replicating this model requires supportive policy, financing mechanisms and community engagement, but the potential for scalable, carbon‑negative growth across the Caribbean and similar regions is substantial. regenerative enterprise cluster SwissX Antigua sargassum biochar circular economy renewable energy Caribbean agriculture business incubation sustainable development Sources & further reading Sargassum in the Caribbean: from environmental crisis to industrial … (search) Journal of Caribbean Environmental Sciences and Renewable Energy (search) Govt exploring sargassum-to-biofuel opportunities – Straughn (search) Economic Assessment Comparison of Biochar and Hydrothermal … – MDPI (search) SarGas Newsletter – 1st Edition, January – June 2026 (search) Tackling sargassum in the Caribbean: The role for local government – CLGF (search) Dual 5000W 72V Electric Car Hub Motor Conversion Kit with Regenerative … (search) Our Projects – Department of Environment (search) Aruba Unites With Barbados, Jamaica, Dominican Republic And More … (search) VIDEO: Government Plans to Cut Down Rat Island for Major Port Expansion (search) New $400m Luxury Resort and Spa to Be Developed in Antigua (search) Where wellbeing becomes part of the proposition (search) Antigua Beach Conditions Today: Sargassum & Water Clarity (search) Live Sargassum Map 2026 | Caribbean Seaweed Tracker (search) Analyst Wants Regional Approach To Sargassum Disposal – Antigua … (search) TCforBE WP 5.3 Corporate and regenerative or nature-based enterprise … (search) Homepage – CARICOM (search) U.S.-Caribbean Partnership to Address the Climate Crisis 2030 (search) UNIDO introduces five-year framework to accelerate industrial … (search) Solicitations | MTEC (search) Caribbean Business (search) Antigua Island, Caribbean: where it is, when to go and what to see (search) Cheap International Flights | Southwest Airlines (search) Antigua – Wikipedia (search) Missing @Matt-the-lawyer – Where Is My Attorney Matt Huzenieh? (search) Eastern Caribbean Weather & Hurricane Tracker (search) Home – Sargassum Tracker®️ – #1 Sargassum Resource. Forecast. Map (search) Sargassum in the Atlantic and the Caribbean (search) Sargassum Tracker — Live Caribbean & Riviera Maya Seaweed Map (search) Local governments at the forefront of tackling sargassum in the Caribbean (search) fact-check source (web) fact-check source (web) fact-check source (web) Sargassum in the Caribbean: from environmental crisis to industrial opportunity with bioplastics, biofertilizers, and bioenergy – Noticias Ambientales (web) Recover, Regenerative economy – European Circular Economy Stakeholder … (search) How LENs Works – Landscape Enterprise Networks (search) For farmers – Landscape Enterprise Networks (search) 13 Top Regenerative Medicine Companies in United States – F6S (search) 30 Top Renewable Energy Companies in Switzerland · July 2026 (search) US IPO Pipeline 2026: Watchlist, filings and exits – Forge (search) 50+ Companies in the 2026 IPO Pipeline (Full List, Updated July 2026) (search) Schwab International Index Fund (SWISX) | Schwab Asset Management (search) Breaking Boundaries Environmental Launch International Soil … (search) Home – cakp.org (search) Agriculture Archives – CARICOM – Caribbean Community (search) Caribbean Agriculture Newswire – Agriculture Industry Today – EIN Presswire (search) Building Resilience for Adaptation to Climate Change and Climate … (search) IICA-CDB Project Focuses on Getting Products from Caribbean AgriMSEs … (search) LEAF calls for eligible organisations in the Caribbean (search) Research Projects : USDA ARS (search) Côte d'Ivoire Secures USD 50 Million to Strengthen Climate-Resilient … (search) Essex Valley Agricultural Development Project | Caribbean Development Bank (search) Port board votes no on sale of 50-acre parcel for LNG plant (search) 50-acre blaze in Donna sparked by vehicle fire – krgv.com (search) SwissX Bio Fuels (search) Village On The Isle unveils plans for 50-acre campus (search) Experience unparalleled luxury on expansive 50-acre estate (search) 50-acre brush fire near Dallas damages Christmas tree farm, draws air … (search) SWISX Fact Sheet | Schwab Asset Management (search) UPDATE: Mandatory evacuation ordered for residents of Kawaihae Village … (search) Sejah Farm of the Virgin Islands – Facebook (search) Committee Recieves Updates on Status of Rebuild Projects in The … (search) Sargassum Visualizer LANOT UNAM (search) Antigua Visitors Guide | July 2026 – Island Life Caribbean (search) Asian Handicap Betting- Sports Betting by SBOBET (search) Hermitage Bay – Hilton (search) By Shockya Team Archives August 2026 M T W T F S S 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 Powered by \n\t\t\t\t\t\t\t\t Social Chat ","footer":" Need help? 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Caribbean AI Risk Index | Interactive Map | maestro
maestro ai labs × caribbean artificial intelligence association
# The Caribbean AI Risk Index
The Caribbean AI Risk Index (CARI) is a composite measure of each nation’s exposure to artificial-intelligence-driven disruption and of the institutio...
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Caribbean AI Risk Index | Interactive Map | maestro
maestro ai labs × caribbean artificial intelligence association
# The Caribbean AI Risk Index
The Caribbean AI Risk Index (CARI) is a composite measure of each nation’s exposure to artificial-intelligence-driven disruption and of the institutional capacity in place to absorb it. It covers the sixteen sovereign Caribbean states and fifteen territories, is constructed from public data under the OECD–JRC composite-indicator methodology, and is published with its full method so that any score can be independently recomputed.
About this index
The Caribbean AI Risk Index · CARI 2026 · v2.0
The index assesses the sixteen sovereign Caribbean states, the CARICOM members together with Cuba and the Dominican Republic, on their exposure to AI-driven disruption and their capacity to absorb it: job displacement, AI-enabled cyber threats, synthetic media, economic concentration, and governance readiness. It is constructed from public data, was reviewed from seven expert perspectives before publication, and is published with its full method so that any score can be independently recomputed.
Lead: Adrian Dunkley, President, Caribbean Artificial Intelligence Association Research and engineering: Maestro AI Labs
Dark Satellite
AI Risk Index
Territory (dashed = estimate)
Scores are relative within the Caribbean sample. Small islands carry circular markers. Dashed outlines are territories, scored as estimates outside the sovereign ranking.
// Select a country on the map // or a row in the table below
Reading the index. CARI is a composite indicator built under the OECD–JRC methodology: exposure and fragility are estimated separately from normalised indicator sets and combined by geometric aggregation on a regional 20–88 scale. Every profile carries its rank interval from the sensitivity analysis, a simulated score interval from 1,000 Monte Carlo draws, and a data-coverage grade; gaps are disclosed, never interpolated. Territories carry dashed outlines and estimated scores outside the 16-country ranking, coded from the law in force in each jurisdiction.
CARI Me
## What this means for you
The national pillars, translated into personal terms and ranked for the selected country. Modelled from the index inputs.
Country or territory
Cost-of-living pressure is read through the economic resilience gap, the channel through which AI-driven electricity and hardware costs pass into small import-dependent economies. Voice-clone exposure combines remittance dependence with social-media saturation.
Key figures
## Regional overview
Country ranking
## The full ranking
| # | Country | CARI | Tier | Jobs | Cyber | Governance | Info | Economy | Psychosocial | Confidence |
| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- |
This table is rendered by JavaScript. Enable JavaScript to view the full ranking, or contact Maestro AI Labs for the underlying dataset.
Pillar scores 0–100, higher = greater relative risk. Confidence: A ≥85% indicator coverage · B 65–84% · C <65%.
Territories
## Territory estimates
| Territory | Governed under | CARI est. | Tier | Jobs | Cyber | Governance | Info | Economy |
| --- | --- | --- | --- | --- | --- | --- | --- | --- |
Territories are scored on the same scale, shown with dashed outlines, and sit outside the sovereign ranking; their governance inputs, including data-protection and cybercrime legislation, are coded from the law in force in each jurisdiction. Estimates falling outside the sovereign anchor range are clipped to a 5–95 display band, so several territories with no legal framework share the ceiling value.
The five pillars
## What the index measures
Methodology
## How the index is built
#### Summary
The Caribbean AI Risk Index is estimated as a two-dimensional composite. The exposure dimension aggregates three pillars: labour-market exposure, in which sectoral GDP shares are weighted by occupational AI-exposure coefficients drawn from the ILO and Felten task-based literatures and combined with outsourcing intensity; the cyber and AI-agent threat surface; and the information environment. The fragility dimension aggregates two pillars measuring governance capacity and economic resilience. The governance pillar scores each state's readiness index position, data-protection enforcement, cybercrime legislation, national AI strategy status, and public AI-literacy provision; the resilience pillar scores sectoral concentration, measured both as top-sector share and as a Herfindahl–Hirschman diversification index, together with remittance dependence, income, unemployment, the domestic expertise base, and verified public investment in digital and AI capability. Measured cyber incidence enters the threat pillar as ransomware leak-site listings per million population. Indicators are normalised to a common 0–100 scale against documented goalposts, or against winsorised within-sample ranges where no external scale exists, and pillar scores are combined within each dimension by weighted arithmetic mean. The composite is the geometric mean of the two dimensions, a specification adopted on the recommendation of the methodological review because it is non-compensatory: high readiness cannot offset high exposure, and low exposure cannot conceal weak institutions. A non-compensatory classification rule assigns a latent-risk flag to any state whose fragility score reaches 80, irrespective of its composite value. All inputs, coding decisions and sources are published on this page.
Foundations
CARI's risk domains map onto the MIT AI Risk Repository (Slattery et al., 2024) taxonomy; its risk framing follows the NIST AI Risk Management Framework; its construction follows the OECD/JRC Handbook on Composite Indicators; its readiness logic inverts the IMF AI Preparedness Index and Oxford Insights Government AI Readiness Index; and its labour-exposure coefficients derive from the ILO's occupational GenAI-exposure research (Gmyrek et al., WP96/WP140). Input data are drawn from the ITU, UN DESA, the World Bank, Oxford Insights, the ILO, the WTTC, DataReportal, the IMF, INSEE, national legislation records, and the peer-reviewed psychology literature; the full source register with document-level citations is held in the project archive and is available on request.
Calculation
- Formula: CARI = 100·√((E′/100)·(F′/100)), where E = mean of the three exposure pillars, F = mean of the two fragility pillars, and p′ = 1 + 0.99p. The composite is then stretched so the regional minimum and maximum sit at 20 and 88. The stretch changes nothing about ranks or tiers; it makes the differences between countries visible. Integer scores only, since decimals would be false precision at this sample size.
- Tiers are set at quintiles of the observed score distribution and labelled in explicitly relative language. There is deliberately no “Severe” tier.
- Missing data is never silently imputed: pillar weights are redistributed, the redistribution is disclosed, and each country carries a data-coverage percentage, a confidence grade (A≥85%, B 65–84%, C<65%), and a provisional flag where an anchor indicator is absent.
- Sensitivity: exposure/fragility weight tilts of ±25% and an alternative arithmetic aggregation are re-run, and each country's resulting rank range is published in its profile.
- Simulation: 1,000 Monte Carlo draws perturb every continuous input by a uniform ±10% and move every ordinal coding one step with probability 0.25, then recompute the full pipeline, normalisations included. The 10th–90th percentile of the simulated score distribution is published in each profile as the simulated score interval; a narrow interval indicates a score robust to measurement error, a wide one indicates sensitivity to the underlying codings.
- Scored with coverage flags: ransomware leak-site listings, normalised per million population, enter the threat pillar. Where regional monitoring explicitly obtained no data for a state, the input is recorded as missing rather than zero and the pillar weight is redistributed.
- Deliberately unscored: broader cyber incident narratives (they track disclosure rather than safety), election-cycle AI incidents (calendar effects), and psychosocial impacts (no Caribbean-level evidence yet). All three appear as documented context instead.
Expert review
The draft methodology and preliminary scores were reviewed from seven perspectives before publication: composite-index methodology, frontier-AI capabilities, labour economics, social psychology, AI policy, cybersecurity, and Caribbean regional development. Every blocking finding was adopted. The principal changes were the removal of tourism from the labour-exposure pillar, since in-person tourism occupations rank near the bottom of every published AI-exposure gradient; the reclassification of incident counts as unscored context; the treatment of state information control as a scored risk; the decision to document rather than score the psychosocial domain pending Caribbean evidence; and the restructuring of the index into non-compensating Exposure and Fragility axes, so that low measured exposure cannot conceal extreme institutional fragility.
Independence disclosure: Maestro AI Labs provides commercial AI services in the region; the Caribbean Artificial Intelligence Association is a membership advocacy body. No government paid for, reviewed, or influenced any score. The full method and data are published so any score can be independently recomputed. Corrections are welcome and will be logged publicly.
Limitations
- Scores are relative within the Caribbean. “Comparatively Lower” does not mean low risk in absolute terms, and “Very High” is a regional comparison rather than a condemnation.
- Small-state statistics gaps are real: several microstates lack ILO labour estimates, and regional cyber monitoring explicitly obtained no data for five countries. Coverage grades disclose this; they cannot cure it.
- Composite indices cannot capture everything. Haiti's crisis dynamics and Cuba's state-controlled information environment both exceed what public indicators measure, and both carry explicit caveats.
- Tourism figures mix WTTC reference years (2022–2024); Guyana's income statistics are oil-distorted; both are flagged where used.
- Version 2.0 added cybercrime-legislation status, AI-literacy provision, verified public investment, the domestic expertise base, Herfindahl–Hirschman diversification, per-capita ransomware incidence, and the Monte Carlo simulation. The remaining roadmap covers government-domain email-security (DMARC/DNSSEC) scans, FIRST CSIRT membership, financial-fraud readiness (CFATF), Creole-language AI exclusion, data-sovereignty indicators, and a Caribbean youth psychosocial study, which is CAIA's standing research call.
- Montserrat is a full CARICOM member but a UK overseas territory, so it is not scored as a sovereign state; territories (Puerto Rico, USVI, Cayman, Aruba, Curaçao, Martinique, Guadeloupe and others) are governed under US/EU/UK/Dutch AI and data frameworks and are outside a sovereign-policy index.
Maestro AI Labs × CAIA
## About this project
The Caribbean AI Risk Index is a collaboration between Maestro AI Labs and the Caribbean Artificial Intelligence Association, led by Adrian Dunkley, President of the Association. Its purpose is to give Caribbean governments, businesses and citizens a shared, evidence-based picture of where AI-driven risk is concentrating and where preparation is advancing. The full method and data sources are published on this page; every score can be independently recomputed, and corrections and national data submissions are welcome.
### Contribute national data
National statistical offices, CERTs and researchers holding data superior to the public sources used here are invited to submit it; verified submissions will be incorporated in the next edition with attribution.
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Skip to Content Sucro and Santander Sugar Group form Joint Venture for Caribbean Sugar Refinery (CSR) to Boost Regional Cane Sugar production San Pedro, Belize – September 4th 2025 – Sucro Limited (“Sucro”) (TSXV: SUGR / OTCQB: SUGRF), an integrated U.S. and Canadian sugar refiner and distributor, a...
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Skip to Content Sucro and Santander Sugar Group form Joint Venture for Caribbean Sugar Refinery (CSR) to Boost Regional Cane Sugar production San Pedro, Belize – September 4th 2025 – Sucro Limited (“Sucro”) (TSXV: SUGR / OTCQB: SUGRF), an integrated U.S. and Canadian sugar refiner and distributor, and Santander Sugar Limited (SSL), a leading Belizean sugar mill at arm’s length to Sucro, today announced the formation of a 50/50 operational joint venture, Caribbean Sugar Refinery Limited (CSR) . The partnership aims to transform the Caribbean sugar industry by building regional cane sugar refining capacity to serve the CARICOM market from its proposed plant to be developed in Valley of Peace, Cayo, Belize. The announcement follows the signing of a Memorandum of Understanding (MOU) with the Government of Belize (GOB) dated September 4, 2025, signaling strong public-private collaboration to enhance economic development, create employment, and strengthen regional food security. Key Highlights of the Initiative Strategic Investment: CSR plans to invest USD $20 million , to be funded equally by the joint venture parties, to establish a modern, fully functioning sugar refinery within the SSL mill complex in Belize, with initial refining operations targeted for 2026 . Regional Market Focus: The refinery aims to supply over 75% of CARICOM’s refined sugar needs , with further plans to expand to Trinidad and Tobago to meet up to 150% of regional demand , and explore export opportunities to North America and Europe. Government Support: The Government of Belize will provide the enabling environment and support raw sugar sourcing for the new refinery as well as regional engagement necessary for market penetration. Operational Leadership: SSL will administer and operate the refinery, thereby overseeing logistics, procurement and ensuring strong alignment with the Belizean sugar sector and stakeholder communities. Sustainability Commitment: CSR is committed to environmental stewardship, including adherence to industry best practices and all aspects of the company’s Environmental Compliance Plan. Economic and Social Impact: The project is expected to generate substantial direct and indirect employment in Belize and across the Caribbean, promote intra-regional trade, and provide a stable market for regional sugar producers. Statements from Key Stakeholders "This joint venture represents a transformative step for the Caribbean sugar industry," said Jonathan Taylor, Sucro Founder and CEO. "By leveraging regional resources and expertise, we aim to strengthen food security, support local farmers, and create sustainable economic opportunities for the Caribbean." "Santander Sugar is proud to host the first phase of this refinery in Belize," said Jose Rodriguez, SSL CEO. "Our collaboration with Sucro and the Government of Belize ensures that the benefits of this project are shared across our communities, fostering growth and stability in the region." "The Government of Belize is committed to promoting sustainable industrial development," said The Hon. Dr. Osmond Martinez, Minister with responsibility for the Sugar Industry. "This partnership aligns with our vision for economic growth, job creation, and regional integration. We welcome CSR and SSL’s investment and look forward to the positive impact on our country and the wider Caribbean." About Caribbean Sugar Refinery Limited (CSR) CSR is a joint venture between Sucro Limited and Santander Sugar Limited, established to develop regional cane sugar refining capacity to meet the needs of CARICOM member states, while promoting sustainable economic development and environmental stewardship. For additional information please visit: www.caribbeansugars.com About Sucro Sucro is a growth oriented sugar refiner and distributor primarily serving North America, and Caribbean markets. The company has been a leader in building new sugar refineries in underserved markets, working closely with local governments on regional economic development and the creation of value-added jobs. Since its inception in 2014, Sucro has achieved growth by creating value through continuous process innovation and supply chain re-engineering. Sucro has established a broad production, sales, and sourcing network throughout North America with two active cane sugar refineries, and two additional refineries under construction. About Santander Sugar Limited (SSL) SSL is a leading Belizean sugar mill and exporter of raw sugar, brown sugar, and molasses. SSL operates with a strong commitment to local communities, sustainability, and supporting regional agricultural development. SSL modernized agricultural practices in the sugar industry and as a part of that upgrade and modernization they introduced diverse cane varieties to achieve better yields, efficiency and productivity. Over the years SSL has also invested downstream of the mill to establish the most modern sugar export terminal in the Caribbean. For further information on Sucro, please contact: Don Hill, Chairman, Sucro Limited E: IR@sucro.us T: (305) 901-5222 For further information on Santander Sugar Group, please contact: Amb. Daniel Gutierez E: fdanielg@hotmail.com T: 501-672-3001 Forward-Looking Statements This Press Release contains “forward-looking information” and “forward-looking statements” (collectively, “forward-looking information”) within the meaning of applicable Canadian securities laws. Statements containing forward-looking information are not historical facts but instead represent management’s expectations, estimates and projections regarding future events or circumstances. This forward-looking information includes, among other things, statements relating to: development of a new Caribbean sugar in Belize, planned investment for the new refinery, expected commencement of refinery operations and expected benefits to the region from the joint venture. This forward-looking information and other forward-looking information are based on Suro’s opinions, estimates and assumptions in light of Sucro’s experience and perception of historical trends, current conditions and expected future developments, as well as other factors that Sucro currently believes are appropriate and reasonable in the circumstances. Despite a careful process to prepare and review the forward-looking information, there can be no assurance that the underlying opinions, estimates and assumptions will prove to be correct. Certain assumptions include: our ability to complete the proposed new Caribbean refinery on time and on budget and with the anticipated processing capacity. Forward-looking information is necessarily based on a number of opinions, estimates and assumptions that, while considered to be appropriate and reasonable as of the date of this Press Release, are subject to known and unknown risks, uncertainties, assumptions and other factors that may cause the actual results, level of activity, performance or achievements to be materially different from those expressed or implied by such forward-looking information, including, but not limited to, our ability to obtain licenses and permits; development of the new Caribbean refinery may experience cost-overruns and/or delays and actual costs, operational efficiencies, production volumes or economic returns may differ materially from Sucro’s estimates and variances from expectations; disruptions to supply chains as a result of outbreaks of illness, geopolitical events or other factors; inflation and rising interest rates; changes to or the elimination or significant reduction of protective duties relating to foreign sugar imports in the Caribbean region; dependence on management’s ability to implement its strategy; competitive risks; our dependence on a small number of key persons; and the other risk factors discussed in greater detail under “Risk Factors” in Sucro’s annual information form (“AIF”) dated April 18, 2024 and filed on SEDAR+ at www.sedarplus.ca, which section of the AIF is specifically incorporated by reference herein. Prospective investors in Sucro should not place undue reliance on forward-looking information, which speaks only as of the date made. The forward-looking information contained in this Press Release represents Sucro’s expectations as of the date of this Press Release (or as of the date they are otherwise stated to be made) and is subject to change after such date. However, Sucro disclaims any intention or obligation or undertaking to update or revise any forward-looking information whether as a result of new information, future events or otherwise, except as required under applicable securities laws. For additional information, readers should also refer to Sucro’s most recent management’s discussion and analysis and other information filed on www.sedarplus.ca . Neither TSX Venture Exchange nor its Regulation Services Provider (as that term is defined in the policies of the TSX Venture Exchange) accepts responsibility for the adequacy or accuracy of this release. Recent News See All News Sucro Announces First Quarter 2026 Results Read More Sucro Announces Fourth Quarter and Year-End 2025 Results Read More Sucro Announces Strategic U.S. Domestic Raw Sugar Supply Agreement with HMC Farms to Support New U.S. Refining Capacity Read More See All News To learn more about Sucro or speak to someone. Contact Us
Caribbean: Cost of Living Index by Country 2025 Mid-Year
# Caribbean: Cost of Living Index by Country 2025 Mid-Year
| Rank | Country | Cost of Living Index | Rent Index | Cost of Living Plus Rent Index | Groceries Index | Restaurant Price Index | Local Purchasing Power Index |
| --- | --- | --- | ...
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Caribbean: Cost of Living Index by Country 2025 Mid-Year
# Caribbean: Cost of Living Index by Country 2025 Mid-Year
| Rank | Country | Cost of Living Index | Rent Index | Cost of Living Plus Rent Index | Groceries Index | Restaurant Price Index | Local Purchasing Power Index |
| --- | --- | --- | --- | --- | --- | --- | --- |
| | Cayman Islands | 108.2 | 76.3 | 94.3 | 113.9 | 96.6 | 149.7 |
| | Bahamas | 85.4 | 47.1 | 68.7 | 88.7 | 89.6 | 62.8 |
| | Puerto Rico | 59.8 | 20.6 | 42.7 | 64.8 | 51.3 | 119.6 |
| | Jamaica | 50.1 | 16.7 | 35.6 | 59.2 | 41.2 | 39.1 |
| | Trinidad And Tobago | 49.4 | 13.7 | 33.9 | 53.8 | 42.8 | 51.2 |
| | Cuba | 40.1 | 11.8 | 27.8 | 40.0 | 24.4 | 2.7 |
| | Dominican Republic | 34.7 | 10.0 | 24.0 | 36.2 | 32.4 | 37.1 |
Numbeo's Country Rankings:
- Quality of Life Index by Country 2026 Mid-Year
- Crime Index by Country 2026 Mid-Year
- Health Care Index by Country 2026 Mid-Year
- Pollution Index by Country 2026 Mid-Year
- Property Prices Index by Country 2026 Mid-Year
- Traffic Index by Country 2026 Mid-Year
Building Wealth Long-term: 3 Steps For Young Jamaicans - O'Shane Bryant Fitness Limited Skip to content single post Building Wealth Long-term: 3 Steps For Young Jamaicans Author Oshane Bryant Date August 17, 2026 Share [article_adsense] Filter By Category ","library":"fa-sol...
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Building Wealth Long-term: 3 Steps For Young Jamaicans - O'Shane Bryant Fitness Limited Skip to content single post Building Wealth Long-term: 3 Steps For Young Jamaicans Author Oshane Bryant Date August 17, 2026 Share [article_adsense] Filter By Category ","library":"fa-solid"}}" data-widget_type="nav-menu.default"> Stay Updated Subscribe to receive all updates on O'Shane Bryant Fitness Limited. Name Email Send Building Wealth Long-term in Jamaica: The Challenging Reality It pains my heart to witness many of Jamaica's bright minds have become squeezed if you will, into accepting a world where they have to conform to the monetization rules of the powerhouses in Technology & AI (Google, YouTube, Meta…); and International laws/International policies (United States of America)–that market itself as the place of choice to live and enjoy life. I get it, if you're like me (also on social media), then you too are bombarded with social media content daily, whereby multiple content creators from overseas, promote their mostly lavish earnings from their exploits as a content creator on the top platforms like Tik Tok, YouTube & Facebook. And you will hear and see, also on social media, the general purchasing power of the US dollar; as well as the vast size of commerce & economic opportunity of the United States. This exposure presents to us vividly, the reality of the gap in economy and opportunity, between the United States of America & Jamaica. And this economic gap inadvertently is your challenging reality, as a resident of Jamaica. Notwithstanding this challenging reality you have the opportunity of building wealth long term in Jamaica. In this blog article, I present you with 3 steps to do this. Each of these steps is co-dependent with each other. Once you apply all of these steps, you will be well on your way towards building wealth, long term, whilst residing in Jamaica, or a similar economy. Step 1: Create & Build Your Platform, Network & Tribe This step is built on the foundations that you have already: Identified a pain point within your target market. Created a solution for your target market. Once you have your pain, solution & target audience scripted, you should then invest your time and energy into creating & building your platform to surf the waves of the globally-digital economy. Whilst social media creators & search engines alike will dominate the call of you creating a social media profile/page for your business, Your social media, and the subscribers and/or followers you have in that platform, are not inherently yours. Likewise, whilst the content you publish on the social media platform is yours, your earning capacity can be heavily regulated by the monetization policies of the respective social media platform. As an example, at the time of drafting this article, YouTube through their YouTube Partner Program (YPP), has an entry requirement of 4000 watch hours + minimum 1000 subscribers, to qualify for it's monetization of your videos through ads. As of early 2027, the requirements to qualify for YPP is 8000 watch hours + minimum 1000 subscribers. The way for you to escape this challenge of monetizing your content on YouTube, or any other social media platform, is for you to own your platform. And an example of this platform you should own, is a website . Yes, owning your own website requires upfront costs in domain purchasing, website design & planning to say the least. However, once you purchase your website, it becomes a platform you own, and a major digital asset. This is where building your platform comes in. As a recommendation, unless you also have web development skills, avoid the DIY route. Instead, partner with a web development provider . This will save you time, and help you ensure your website is professional and optimized for our reality of AI dominance. And this key step will be a foundation on which your professional network & tribe can be built, and scaled. The hyperlinks and the website development company we shared herein, is one we personally recommend. As an alternative, if you don't have the financial resources of creating your own digital platform partner with one that can pay you much better than what you will get from Social Media platforms, as a small creator. Click Here. Step 2: Don't Sell Your Property…Early–Platform, IP, Real Estate Your wealth is built on ownership, and your knowledge of the economics of what you own, can either help multiply or subtract from your wealth (goals, net worth). So learn the economics that relate to your asset(s). As an example, here are some questions you should ask when making a decision to buy, sell or keep a piece of property: Who/Where is your target market? How big in $ value is your target market? What is the $ value of your property today? What will be the $ value of your property in 5, 10, 15 years? What is your exit plan for your property (under what conditions will you be fulfilled with selling your property? Step 3: Learn & Know The Environment Surrounding Your Property This step means that you must remain adaptive. And to remain adaptive in respect of you managing your property, you should be kept up to date with the current affairs (business, economics & similar news); and the actions of key stakeholders in the industry relevant to your property. You should also be continuously learning and building on your skillsets (investing in yourself). By doing this, you are also working hand-in-hand with the department of protecting your property. By putting into practice these wealth-building steps, you will be well on your way towards experiencing a better life, no matter the nature of the environment, or country location. To keep up to date with our blog article releases, do join our email community . Online Personal Training System-12 Sessions Monthly (Automated Payment) $ 94.00 / month Online Training by Oshane Bryant 12 Individualized Exercise Sessions (1 Month) with Loyal Group (online) Access. Initial Fitness Assessment must be paid for (new member/client). Online Personal Training System-12 Sessions Monthly (Automated Payment) quantity Sign up now Category: Fitness & Dietary Programs , Programs Tags: exercise , personal training , Workout Related Post General News Rochelle's Weight Loss Journey: 4 Years of Commitment Environment House & Land Valuation in Jamaica | The Earthquake Link
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Pinnacle steel plant could position T&T as US nearshoring hub | Local Business | trinidadexpress.com
# Pinnacle steel plant could position T&T as US nearshoring hub
- Vishanna Phagoo
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- Aug 15, 2026
- 11 mins ago
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Pinnacle steel plant could position T&T as US nearshoring hub | Local Business | trinidadexpress.com
# Pinnacle steel plant could position T&T as US nearshoring hub
- Vishanna Phagoo
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- #### Vishanna Phagoo
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- Aug 15, 2026
- 11 mins ago
- Comments
- 4 min to read
#### Vishanna Phagoo
‘opportunities for T&T’: Economist Dr Vaalmikki Arjoon.
The reopening of the Pt Lisas steel plant could position Trinidad and Tobago as a strategic nearshoring base for the United States while moving the country into higher-value production, economist Dr Vaalmikki Arjoon says.
The plant is being reopened by Pinnacle Steel and Vanadium Corporation, a US-based metals and industrial investment company which has acquired the Pt Lisas Steel Mill through its local subsidiary, Ibis Steel Company of T&T Ltd.
Arjoon said the project represents an opportunity for T&T to move beyond its traditional model of exporting energy and petrochemicals and instead use its natural gas, electricity, industrial infrastructure and technical expertise to produce higher-value steel and vanadium products for export.
“Recently, our industrial model has largely focused on producing natural gas, then using it to manufacture LNG and petrochemicals such as ammonia and methanol for export. This reintroduces another dimension,” he said in an interview with the Sunday Express Business.
“T&T can use its natural gas, electricity, industrial infrastructure and technical expertise to transform imported iron and now vanadium-bearing feedstock into higher-value products, including direct reduced iron (DRI), specialised steel and, critically, refined vanadium products for export. This is the type of investment and diversification that T&T has been clamouring for the past decade.”
Arjoon said T&T’s existing industrial infrastructure and proximity to the US give it an advantage as Washington seeks to strengthen supply chains for critical materials and reduce its dependence on China and Russia.
“This strengthens our position as a nearshoring base for the US, which increasingly wants critical materials produced closer to home and within secure supply chains. T&T offers natural gas, established heavy-industry infrastructure, deepwater port access, proximity to the US and decades of DRI and steelmaking expertise. Closer relations with Washington add another advantage. No other Caribbean country can offer this mix,” he said.
Arjoon noted that Washington is also seeking to reduce dependence on China and Russia for vanadium.
“A nearby, trusted supplier offers value beyond price and supports longer-term contracts and deeper integration into US industrial supply chains,” he said.
Arjoon said that diversifying into specialised steel and vanadium was commercially important because the global steel market remained highly competitive and cyclical.
He said the project’s ambition to eventually produce vanadium equivalent to as much as 50% of US consumption could significantly alter T&T’s position in the global supply chain.
“This would also increase the sophistication of T&T’s production structure and help us move up the Economic Complexity rankings, where we currently stand in 80th position. Producing DRI is valuable. Producing specialised steel is better. Adding vanadium and other higher-value products moves us further along the value chain,” he said.
Arjoon said the next step should be to ensure more of the plant’s output is processed locally rather than simply exported.
Important market signal
He said the project’s foreign direct investment component was also significant, with Pinnacle announcing an initial US$250 million investment and a further US$500 million during expansion, bringing the overall programme to US$750 million.
“This capital commitment is itself an important market signal. A private investor would not deploy substantial capital into a steel and vanadium complex without extensive commercial and technical due diligence covering gas and electricity costs, access to imported iron and vanadium-bearing feedstock, logistics and port access, production costs, export markets and expected returns,” he said.
Arjoon says that the investment is coming from a foreign private investor rather than the state, allowing T&T to gain a productive plant without using taxpayers’ money to finance it.
“The historical experience illustrates the potential scale. A CBTT (Central Bank of T&T) study estimated that ArcelorMittal’s closure caused us to lose an annual average of US$259.2 million in non-energy exports between 2016 and 2018 through forgone exports of DRI, billets and wire rods. That US$259.2 million should be viewed as a historical benchmark, not a ceiling. Potential export earnings from Ibis are likely to be considerably higher, particularly if we successfully move beyond traditional steel into specialised products and high-value vanadium.”
He said the plant could also become an important source of foreign exchange at a time when demand for US dollars continues to exceed supply.
“The foreign exchange (forex) implications are especially important. From January to July this year, authorised dealers purchased about US$2.4 billion from the public but sold approximately US$3.26 billion. The Central Bank supplied another US$700 million to help meet demand. This illustrates why T&T needs more private-sector entities that earn forex rather than simply consume it.”
Arjoon said the plant’s steel and vanadium exports could become a major source of US dollars, reducing the Central Bank’s need to inject forex, preserving reserves and improving access to foreign currency for businesses.
He said while the plant would require imported feedstock and would eventually repatriate dividends, the value of its exports should outweigh those outflows.
“Natural gas will be one of the most important ingredients for Ibis’s success. The key economic question is not simply whether the plant can secure gas, but how much value-added and forex T&T earns from each unit of gas supplied. Using that gas to produce specialised steel and high-value vanadium for export strengthens the economics considerably.”
Arjoon said a reliable, competitively priced long-term gas deal with NGC is crucial to Pinnacle’s plans.
The rising gas supplies from upcoming projects could also improve Trinidad and Tobago’s energy outlook from 2027 onward.
The project is also expected to generate significant employment, with about 350 jobs during the restart, 500 permanent jobs in the first phase and eventually 1,000 permanent jobs after expansion.
Arjoon said the employment impact would extend well beyond the plant itself.
He said the wider economy should benefit through increased manufacturing output, investment and government revenues.
Arjoon said the project is expected to boost GDP and government revenues through increased investment, manufacturing, taxes and economic activity.
It should also benefit PLIPDECO, NGC, T&TEC and businesses in shipping, logistics and warehousing,” he said.
According to Arjoon the use of an existing industrial site was another advantage, although the restart would still require significant spending.
“Another advantage is that this is a brownfield investment. Rather than constructing an entirely new industrial complex, the investor is rehabilitating an existing asset with established infrastructure, port access and utilities. This can reduce capital costs and shorten the time required to reach production. Nevertheless, restarting a plant idle for a decade will require substantial expenditure on machinery, engineering, technology, repairs and working capital. Some of the initial forex entering T&T will therefore leave again to finance imported equipment and components. This is normal. The larger and more sustainable forex benefit begins when the plant starts exporting.”
He said the scale of the investment could also send a positive signal to other international investors.
“It tells international investors that T&T remains capable of attracting large and sophisticated industrial projects,” Arjoon said.
PUERTO RICO GRANTS APPROVAL FOR ESENCIA, ACTIVATING $2 BILLION+ INVESTMENT ON THE SOUTHWEST COAST | Morningstar PUERTO RICO GRANTS APPROVAL FOR ESENCIA, ACTIVATING $2 BILLION+ INVESTMENT ON THE SOUTHWEST COAST PUERTO RICO GRANTS APPROVAL FOR ESENCIA, ACTIVATING $2 BILLION+ INVESTMENT ON THE SOUTHWES...
US Company Wants to Transform Trinidad and Tobago Into a Major Producer of Vanadium - Caribbean Today About Us Home Website Rate Card Rate Card Media Guide Paper Schedule All Documents Search Share: By CMC Business 2026-08-13 Hits: 186 US Company Wants to Transform Trinidad and Tobago Into a Major P...
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US Company Wants to Transform Trinidad and Tobago Into a Major Producer of Vanadium - Caribbean Today About Us Home Website Rate Card Rate Card Media Guide Paper Schedule All Documents Search Share: By CMC Business 2026-08-13 Hits: 186 US Company Wants to Transform Trinidad and Tobago Into a Major Producer of Vanadium By CMC Business 2026-08-13 Hits: 186 By CMC Business 2026-08-13 Hits: 186 PORT OF SPAIN, Trinidad -The chief executive officer of the US-based Pinnacle Steel and Vanadium Company, Edwin Bennet, says the refurbishment of the former ArcelorMittal steel facility, is aimed at transforming Trinidad and Tobago into a major producer of vanadium. Chief executive officer of the US-based Pinnacle Steel and Vanadium Company, Edwin Bennet. “Our vision for this facility is that it will be one of the most technologically advanced, lowest cost, and environmentally friendly steel mills in the world, putting Trinidad on the map not only as a steel producer, as a critical minerals producer, but as on the forefront, the leading edge of steel production technology,” he told the ribbon cutting ceremony that was also attended by United States Deputy Secretary of State, Christopher Landau. He said that the initial investment in the Ibis Steel Company at Point Lisas in central Trinidad, on the site of the former ArcelorMittal plant, which closed in 2016 is planned at US$250 million. “We think we’ll create 350 jobs during the restart of the facility and when we’re in production 500 full-time jobs and after an expansion in the future we plan to spend another US$500 million and double the number of jobs so to 1,000. “So that will take a long time, but we have, I think, a lot that we’re bringing to the people of Trinidad and Tobago, and we’re excited to spend the next several years investing and creating those opportunities,” he added. He said his company intends to produce at the plant here, vanadium, a critical metal much in demand in the United States and the EU for the aerospace industry, for batteries, and for the steel industry. “Our vision is to produce the equivalent of 50 per cent of American consumption of vanadium, in other words 100 per cent of the quantity of vanadium that the United States imports,” he told the ceremony adding that the vanadium industry is dominated by China and Russia, accounting for more than 80 per cent of all vanadium produced by these two countries. “So we look at this as a critical asset for western critical mineral supply chains, putting Trinidad on the map as a key player in the western re-industrialisation and western creation of critical mineral supply chains outside of China. “So we bring that vision to this facility which is a unique facility that has the capability to do that and we’re excited to be able to bring the technology and the expertise to lever the equipment here and the people of Trinidad and Tobago to work together to build something that is, as I said before, new, exceeds the capabilities that were ever conceived of for this facility in the past.” Bennet said that his company has set “ambitious targets not only in terms of what we can do but what we’re going to bring to the table for the people of Trinidad” adding “we’re very excited to open the gates with you today and officially kick off the refurbishment of the facility”. He said the company is planning first production by the end of 2027. News Local News Latest News Sports News Regional News Lifestyle Health Travel Viewpoint Entertainment Facts FYI Books Politics Education Downloads Calendars Newspaper Miscellaneous Business Information Newspaper August 2026 Edition July 2026 Edition June 2026 Edition May 2026 Edition Contact Us 9020 Sw 152nd St Palmetto Bay, Florida 33157-1928, US (305) 238-2868 Sections Local News Latest News Latest News Sports News Entertainment Business Food Health Travel Politics Feature Regional Environment FYI Books Silver Sands Education Viewpoint Newsletters Contact Us
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PUERTO RICO GRANTS APPROVAL FOR ESENCIA, ACTIVATING $2 BILLION+ INVESTMENT ON THE SOUTHWEST COAST
# PUERTO RICO GRANTS APPROVAL FOR ESENCIA, ACTIVATING $2 BILLION+ INVESTMENT ON THE SOUTHWEST COAST
Three Rules Capital; Reuben Brothers
Aug 11, 2026, 10:06 ET
Reuben Brothers and Three Rules Capi...
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PUERTO RICO GRANTS APPROVAL FOR ESENCIA, ACTIVATING $2 BILLION+ INVESTMENT ON THE SOUTHWEST COAST
# PUERTO RICO GRANTS APPROVAL FOR ESENCIA, ACTIVATING $2 BILLION+ INVESTMENT ON THE SOUTHWEST COAST
Three Rules Capital; Reuben Brothers
Aug 11, 2026, 10:06 ET
Reuben Brothers and Three Rules Capital to Break Ground on New Luxury Destination and Year-Round Community Featuring World-Class Hotels, Branded Residences and Remarkable Amenities for Wellness, Recreation, Culture and Leisure
Resilient, Solar-Powered Master Plan Dedicates 75% of 2,000 Acres to Green Space and Conservation
CABO ROJO, Puerto Rico, Aug. 11, 2026 /PRNewswire/ -- The development team of Reuben Brothers and Three Rules Capital today announced they have received approval to move forward with developing Esencia on Puerto Rico's southwest coast. Representing a $2 billion+ private investment, the project infuses world-class hotels with distinct collections of turn-key, fully-serviced residences – including Mandarin Oriental, and Rosewood Hotels & Resorts with additional partners to be announced this summer – within a thoughtfully designed master plan rooted in environmental stewardship, overlooking the Caribbean Sea.
Esencia Masterplan (Credit: Eleven Visualisation)
In addition to setting a new precedent for sustainable development in the Caribbean, Esencia will also be a catalyst for economic growth in Puerto Rico. The project is projected to generate over 17,000 direct, indirect, and induced jobs and to drive more than $7 billion in long-term economic activity.
This approved master plan is the result of years of rigorous environmental analysis, multi-agency reviews, and extensive community consultation, and reflects Esencia's unwavering commitment to sustainable, responsible development. Audubon International has formally accepted the development to pursue Signature Platinum Certification, the organization's highest and rarest distinction. Once complete, Esencia is set to become the largest project of its kind to receive this certification, setting a model for future environmentally conscious luxury development.
Construction is poised to begin, with the first hotel, collection of residences, resilient infrastructure and new amenities for the local community breaking ground in phase one. Formal sales will commence in the fourth quarter of this year. Esencia is anticipated to welcome its first residents and guests in late 2029.
Set across more than 2,000 acres of extraordinary natural beauty and three miles of tranquil beaches, Esencia will offer 500 luxury hotel rooms and suites and 1,200 private residences with villas, homesites, and condominium residences available from approximately $2 million to over $20 million. The project has already generated significant interest from buyers, with nearly 70% of inquiries to date coming from Puerto Rico.
Esencia curates an unparalleled quality of life rooted in convenience, sense of community, and a profound connection to nature. Esencia features a seaside town center with diverse retail, dining, and entertainment; a bilingual K-12 private school; a comprehensive 24/7 medical and wellness center; an organic farm for fresh produce; and a private on-site airfield, among other conveniences for full-time living. Unrivaled recreational offerings include two beach clubs, over 20 miles of immersive nature trails, a Racquet and Field Club, a premier equestrian center, and two sustainably managed championship golf courses – one being a signature ocean-view course designed by renowned architect Rees Jones.
With a light footprint and deep respect for the land, more than 75% of Esencia will be dedicated to conservation, green space, active and passive recreation, and community. This includes restoring more than 33 acres of wetlands, rehabilitating coastal dunes and mangrove ecosystems and expanding bird habitats – protecting and enhancing the landscape for generations to come.
Says Jamie Reuben, Principal of Reuben Brothers: "Our ambition has always been to create a destination that celebrates the island's extraordinary natural beauty and heritage, preserve it for the local community and strengthen its presence as one of the world's most compelling destinations. Working with like-minded partners we are collectively setting a new global standard for design excellence in sustainable resort living, while creating thousands of jobs and generating billions of dollars in long-term economic growth. We are proud to make this commitment to the island, its communities, and its future as a truly distinctive destination."
Says Will Bennett, CEO and Managing Partner of Three Rules Capital: "This has been years in the making. As we look to the horizon, we always said we would only do this if we could do it right. Today's milestone is a vital step in keeping that promise – to the land, to the community and our neighbors, to our partners, to the families who will one day call this place home. Esencia is about creating something timeless. A place to come alive, to come home, to come together."
Says Roberto Ruiz Vargas, Chief Operating Officer and Partner of Three Rules Capital: "Three years of methodical research, deep community listening and surgical planning have culminated in one of the most comprehensive environmental and planning reviews in Puerto Rico's history. With this milestone achieved, we now shift our focus to what we do best: building."
Guided by a master plan from Puerto Rico's Álvarez-Díaz & Villalón in collaboration with global landscape architecture firm EDSA, Esencia brings together a world-class design team to weave the built environment gently into the tropical landscape. Each of the hospitality brands is partnering with visionary architectural firms to craft distinct, site-sensitive sanctuaries that seamlessly connect indoor and outdoor coastal living. Previously announced, Mandarin Oriental, Puerto Rico is designed by Marcio Kogan's Studio MK27.
Esencia will be a self-reliant community powered entirely by renewables and supported by its own state-of-the-art infrastructure for water and energy. Operating independently from municipal systems, this resilient infrastructure is designed to cleanly sustain the property while generating surplus power to support Puerto Rico's local grid, directly benefitting the surrounding community. The closed-loop water-system includes stormwater capture and greywater recycling.
Says Pablo Massari, Principal of EDSA: "Our vision for Esencia was to design a community and master plan that respects and restores the land. By limiting our built footprint, dedicating extensive space to conservation and ecosystem rehabilitation, and integrating sustainable and resilient infrastructure, we are creating a place where everyday life is woven seamlessly into the natural environment. Esencia will serve as a global model for harmonizing luxury development and stewardship."
Puerto Rico's southwest coast is beloved for its diverse natural landscape characterized by calm white sand beaches, bioluminescent bays, and renowned stargazing. At the heart is Cabo Rojo, a coastal community that is highly accessible, located within driving distance of three international airports including the Luis Muñoz Marin International Airport, the Mercedita International Airport in Ponce, and the Rafael Hernandez International Airport in Aguadilla. The air transfer from the San Juan metropolitan to Esencia's currently operating private airfield is 20 minutes.
For more information about Esencia or to inquire about the residential offerings, please visit esenciapuertorico.com.
Press Inquiries [email protected]
About Three Rules Capital Three Rules Capital is a real estate investment and development firm focused on the creation of large-scale, luxury resort and residential communities. Led by partners Will Bennett, Roberto Ruiz Vargas and Harish Venkatesh, the team brings together extensive experience across development, finance and operations. Collectively, they have structured and delivered complex real estate projects across the US, Latin America, and Europe, including collaborations with leading hospitality brands.
The firm's debut project, Esencia, is a $2 billion+ master-planned destination on Puerto Rico's southwest coast. In partnership with Reuben Brothers Capital, Three Rules Capital acquired over 2,000 acres to create a community anchored by Mandarin Oriental and Rosewood Hotels & Resorts among other discerning world-class hospitality brands, featuring branded residences, wellness amenities, and extensive natural landscapes. From land acquisition to brand partnerships and vertical execution, Three Rules Capital leads every step of development with an unwavering commitment to excellence.
For more information visit www.threerulescapital.com
About Reuben Brothers Reuben Brothers is a global leader in private equity, international real estate, hospitality, credit financing, sports and media, with world-class investments spanning the United Kingdom, Europe and the Americas. Its holdings include a distinguished collection of luxury hospitality and retail assets, including Cambridge House, Waldorf Astoria London – Admiralty Arch, The Twenty Two London and New York, The Surrey, A Corinthia Hotel, The Vineta in Palm Beach, Century Plaza in Los Angeles, Hotel La Palma in Capri and Burlington Arcade in Mayfair and Esencia Puerto Rico. The Group's wider interests include London Oxford Airport, Arena Racing Company, Newcastle United Football Club, and EDGLRD, the Miami based media and entertainment company. Its philanthropic arm, the Reuben Foundation, was established in 2002 and supports initiatives across the arts, healthcare and education around the world. Rooted in entrepreneurship and family values, Reuben Brothers operates with integrity and partners with organisations that share its long-term vision and commitment to excellence.
For more information visit www.reubenbrothers.com
Rendering Credit: Eleven Visualisation for Esencia High-Res Images Linked Here
IDB study: Lack of trust, low risk tolerance impediments to business growth in region | Business | thenassauguardian.com
# IDB study: Lack of trust, low risk tolerance impediments to business growth in region
- Chester Robards Senior Business Reporter chester@nasguard.com
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IDB study: Lack of trust, low risk tolerance impediments to business growth in region | Business | thenassauguardian.com
# IDB study: Lack of trust, low risk tolerance impediments to business growth in region
- Chester Robards Senior Business Reporter chester@nasguard.com
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- #### Chester Robards
- Senior Business Reporter
- - Author email
- Dec 30, 2025
- Dec 30, 2025
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A n Inter-American Development Bank (IDB) study on the venture capital ecosystem of five countries in the Caribbean region finds that some of the biggest setbacks for companies seeking funding is a cultural lack of trust and culturally, a low risk tolerance.
The Bahamas was one of five countries studied, along with Jamaica, Suriname, Trinidad and Tobago and Barbados.
The report explains that venture capitalists, while existing in the region, are small in number and risk-averse. It further explains that these realities have stagnated small business and new business growth across the region.
“Deep-seated cultural attitudes toward risk, failure, and equity investment and perhaps most importantly, a lack of trust, create fundamental barriers to venture capital ecosystem development across the Caribbean,” the study states.
“These cultural factors are cross-cutting and influence behavior at every level, from individual career choices to investor risk appetite and policy decisions.
“Interviews revealed multiple dimensions of risk aversion deeply embedded in Caribbean societies, which traditionally value stability and security. This comes from Caribbean history, where generations of economic uncertainty made a stable job the ultimate achievement.
“Entrepreneurship, especially the high-risk venture kind, goes against these deep cultural values.”
The study explains that cultural risk aversion leads possible investors to choose the safest options, with one wealth manager revealing to the researchers that his high-net-worth clients prefer real estate or fixed deposits.
One entrepreneur told researchers that an angel investor asked him for his house as collateral in an equity deal.
“When I explained that defeats the purpose of equity financing, he said ‘Well, I need some security’,” the study reports.
“He couldn’t separate equity investment from loan mentality.”
The study adds: “According to one founder from The Bahamas, because they’ve put up the money, they want to dictate how the company should be run. This comes from a merchant tradition where the person with capital controls everything. They don’t understand the concept of backing a founder’s vision.”
The study explains that most company founders in the Caribbean exit their companies as a result of it being acquired. It further explains that there are limited pathways to more diversified investor engagement for small or startup companies, like going public through a stock exchange listing.
The study explains though that Jamaica, an outlier of the five countries, has found success with its Junior Stock market.
“Jamaica’s stock exchange is the most active in the region, and the junior market provides a viable exit for equity investors,” the study says.
“The Jamaica Stock Exchange (JSE) was the world’s best-performing stock market in 2015 and 2018, according to financial data services company Bloomberg, fueled in part by government tax incentives provided to encourage small businesses to list.
“These incentives are still in place, and they include a full income tax exemption for the first five years after listing and a 50 percent income tax exemption in years six to 10.”
The study reveals that companies in all CARICOM (Caribbean Community) countries are able to list on Jamaica’s stock exchange as long as they meet the necessary requirements.
“Stock exchanges in The Bahamas, Trinidad and Tobago and Barbados remain small and dominated by large companies,” the study explains.
The study found that the venture capital (VC) ecosystem in the region requires intentional coordinated action by governments, development banks, investors and entrepreneurs.
“Building a sustainable VC market will require patient capital approach tailored to the region’s realities, supported by strong innovation-policy linkages, coordinated and harmonized accelerator programs and regulatory frameworks that reward risk-taking and enable cross-border investment,” the researchers concluded.
#### Chester Robards
Investing in St. Kitts: Opportunities, Incentives, and How Invest St. Kitts Can Help | Middletown Life Skip to content Investing in St. Kitts: Opportunities, Incentives, and How Invest St. Kitts Can Help Beyond Borders Global Marketing NORTHWOOD, GB / ACCESS Newswire / July 25, 2026 / St. Kitts offe...
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Investing in St. Kitts: Opportunities, Incentives, and How Invest St. Kitts Can Help | Middletown Life Skip to content Investing in St. Kitts: Opportunities, Incentives, and How Invest St. Kitts Can Help Beyond Borders Global Marketing NORTHWOOD, GB / ACCESS Newswire / July 25, 2026 / St. Kitts offers investment opportunities across seven priority sectors, Tourism, Information Technology, Agriculture, Financial Services, Renewable Energy, International Education, and Light Manufacturing backed by generous government tax incentives, duty exemptions, and full profit repatriation. Invest St. Kitts (SKIPA – the St. Kitts Investment Promotion Agency) acts as a one-stop-shop for both local and foreign investors, guiding them from initial inquiry through business setup and ongoing aftercare. Why Invest in St. Kitts? St. Kitts has built a defined, sector-focused investment climate designed to attract long-term, high-impact projects. The government has prioritized seven core sectors for investment: Tourism, Information Technology, Agriculture, Financial Services, Renewable Energy, International Education, and Light Manufacturing. The country's economic growth has been supported by ongoing legislative reform, consistent policy, and structured planning, which together have helped sustain steady growth in both local and foreign direct investment year over year. Featured Investment Opportunities Invest St. Kitts currently lists several active, named investment opportunities open to prospective investors: Hillsboro Suites & Residences : A real estate development of 180 condo units on four acres of land at Mattingley, Basseterre. Phase 1 comprises 60 units, 40 of which are already complete. The project is seeking US$3.2 million to complete Phase 1. The Pelican Bay Hotel & Condominium Project : A 232-suite hotel and condominium development in Frigate Bay, including a 3,000 sq. ft. banquet hall, a main restaurant and bar seating over 320 guests, and a 3,500 sq. ft. infinity-edge pool with jacuzzi and deck bar. The project is seeking US$45 million for completion. Greenhouse Villages : An agricultural investment opportunity under the Ministry of Agriculture, seeking US$1.5 million, structured as loan, debt, equity, or a combination of debt and equity. Sustainable Energy Project : A renewable energy opportunity with the St. Kitts Electricity Company, seeking investment for up to 18 MW-AC of renewable energy capacity, structured as a Build, Own, and Operate (BOO) arrangement. Invest St. Kitts notes that these are only a selection of what's available, and prospective investors are encouraged to reach out directly for access to additional opportunities beyond what's publicly listed. Government Incentives for Investors Are there tax holidays for new businesses? Yes. Under the Fiscal Incentives Act, qualifying enterprises can receive a corporate tax holiday, with the length determined by how much value they add locally in St. Kitts and Nevis: Enterprises adding 50% or more in local value can qualify for up to 15 years of tax holiday. Enterprises adding between 25% and 50% in local value can qualify for up to 12 years. Enterprises adding between 10% and 25% in local value can qualify for up to 10 years. "Enclave" enterprises businesses producing goods exclusively for export outside the CARICOM region, can also qualify for up to 15 years. Is there additional relief after the tax holiday ends? Yes, through an Export Allowance. Once a company's tax holiday period ends, it can receive a rebate on income tax paid, based on what percentage of its total profits come from exports, the higher the share of export profits, the larger the rebate, scaling from a 25% rebate at the 10-20% export-profit tier up to a 50% rebate for companies where export profits exceed 60% of total profits. What about import duties? Businesses can receive a full exemption from import duties on parts, raw materials, and production machinery. Are there specific incentives for the hotel sector? Yes. Under the Hotel Aids Act, hotels benefit from relief on customs duties for items used in construction, extension, and equipping provided the hotel has at least 10 bedrooms. Separately, under the Income Tax Act, hotels with more than 30 bedrooms are exempt from income tax for 10 years, while smaller hotels (under 30 bedrooms) receive a 5-year income tax exemption on profits. Is there personal income tax in St. Kitts? No, there is no personal income tax in St. Kitts. What is the corporate tax rate? Standard corporate income tax is 33% of net profits, though qualified companies can receive a full exemption from tax on corporate profits for up to 15 years under the incentive structure above. Can investors repatriate profits? Yes. Companies registered in St. Kitts can repatriate all profits, dividends, and imported capital without restriction. Workforce and Business Environment St. Kitts and Nevis has a labour force of approximately 25,000 people and a literacy rate of 98%. Technical and vocational training needs are largely met by the Clarence Fitzroy Bryant College, which offers courses in plumbing, electrical engineering, air conditioning and refrigeration, masonry, carpentry, mechanical engineering, motor mechanics, typing, and basic hotel skills, giving investors access to a trained local workforce across several of the priority sectors. The St. Christopher & Nevis Social Security Board (SSB), established in 1978, provides benefits to insured persons in cases of retirement, old age, invalidity, maternity, sickness, or injury on the job, with survivor's benefits and funeral grants also available to dependents. How Invest St. Kitts Can Help Invest St. Kitts, operated by the St. Kitts Investment Promotion Agency (SKIPA) is built specifically to guide investors through every stage of bringing a project to life in St. Kitts. Its stated role is to proactively market St. Kitts internationally, regionally, and locally as an attractive investment destination, and to support the investors who respond to that opportunity. Concretely, Invest St. Kitts helps in the following ways: Set up a Business: The agency walks investors through the specific steps required to establish a business in St. Kitts, which can vary depending on the type of business being formed, from incorporating the company with St. Kitts Financial Services to applying for the necessary approvals. Prepare a Proposal: Invest St. Kitts provides the information investors need to prepare business proposals, whether to start a new business or to apply for government concessions. Application Forms: All relevant application forms are made conveniently available, giving investors easy access to the documentation needed to move their investment forward. Investment Facilitation: The agency facilitates the investment decision itself, providing information and helping investors explore business opportunities before they commit. Point of Contact: SKIPA becomes the investor's central point of contact for the procedures involved in establishing a business in St. Kitts, including assistance with requests and approvals for tax concessions. Aftercare Services: Support doesn't end at business launch, Invest St. Kitts provides ongoing aftercare to companies already established in St. Kitts, and support for businesses looking to expand. The Golden Book of St. Kitts: A free investment guide available directly from Invest St. Kitts, designed as a resource for investors exploring opportunities on the island. Direct Access to Opportunities: Beyond the featured opportunities listed publicly, Invest St. Kitts can connect interested investors with additional opportunities not published on the site. Open Investor Inquiries: Investors with questions about investing in St. Kitts are encouraged to reach out to the agency directly for guidance. Frequently Asked Questions What sectors does St. Kitts prioritize for investment? Tourism, Information Technology, Agriculture, Financial Services, Renewable Energy, International Education, and Light Manufacturing. Is there personal income tax in St. Kitts? No. St. Kitts has no personal income tax. How long can a qualifying business receive a tax holiday? Up to 15 years, depending on the enterprise's local value-added percentage under the Fiscal Incentives Act. Can investors move profits out of the country freely? Yes, companies registered in St. Kitts can repatriate all profits, dividends, and imported capital. Who helps investors get started in St. Kitts? Invest St. Kitts (SKIPA) the St. Kitts Investment Promotion Agency serves as a one-stop-shop, guiding investors through business setup, proposal preparation, application forms, tax concession approvals, and aftercare once a business is established. How does someone access more investment opportunities? Beyond the opportunities featured on the Invest St. Kitts website, investors can also contact the agency directly for access to additional, unpublished opportunities. About Beyond Borders Global Marketing Beyond Borders Global Marketing based in United Kingdom empowers destinations to navigate the intersection of heritage, sustainability and global desire. We boutique tourism marketing consultancy elevating destinations and nation brands worldwide – partnering with tourism boards and travel businesses on strategies that drive sustainable, culturally resonant growth. Media Details Contact: +44 73 0085 9160 E-mail: media@beyondborders.marketing Website: beyondborders.marketing SOURCE : Beyond Borders Global Marketing View the original press release on ACCESS Newswire July 25, 2026 Japan Volleyball Welcomes a World-First Professional Team Managed by University Students in Kyoto July 25, 2026 Rentwell Announces "The Rentwell Library," a Long-Term Educational Initiative for Real Estate Owners July 25, 2026 Restoration Roofing & Remodeling Expands Roof Repair Services in Houston July 25, 2026 New York’s Weekend Warriors Have a New Recovery Obsession, and It’s Called The Wolverine Blend
DDL Invests US$10 Million in St Kitts and Nevis, Expanding Guyana’s Caribbean Business Footprint - DemocracyGuyana.com - Reporter Georgetown Guyana Close Menu Subscribe to Updates Get the latest news from DemocracyGuyana.com By signing up, you agree to the our terms and our Privacy Policy agreement....
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DDL Invests US$10 Million in St Kitts and Nevis, Expanding Guyana’s Caribbean Business Footprint - DemocracyGuyana.com - Reporter Georgetown Guyana Close Menu Subscribe to Updates Get the latest news from DemocracyGuyana.com By signing up, you agree to the our terms and our Privacy Policy agreement. What's Hot Region Four produces largest number of graduates from hybrid nursing programme August 9, 2026 609 acres of Port Mourant to be transformed under Model Village Initiative August 9, 2026 Port Mourant Service Centre saves Berbice residents over $250M in transportation costs August 9, 2026 Facebook X (Twitter) Instagram Facebook X (Twitter) Instagram YouTube TikTok Featured DDL Invests US$10 Million in St Kitts and Nevis, Expanding Guyana’s Caribbean Business Footprint By Reporter Georgetown Guyana No Comments 4 Mins Read 4,259 Views August 9, 2026 Facebook Twitter Pinterest LinkedIn Telegram Tumblr Email Dr. Komal Samaroo, Executive Chairman DDL, shakes hands with the Hon Terrence Drew, Prime Minister of St. Kitts and Nevis, in the presence of Vasudeo Singh (r), Deputy Chief Executive Officer DDL and Parvash Shiwprashad, Operations Manager, DDL St. Kitts Share Facebook Twitter LinkedIn Pinterest Email Demerara Distillers Limited (DDL) is strengthening its regional presence through a major US$10 million investment in St Kitts and Nevis, marking another significant expansion for the Guyanese company across the Caribbean. The project, which officially commenced with a groundbreaking ceremony on Thursday, August 6, will transform DDL’s existing operation at Bird Rock into a larger, more modern manufacturing, packaging and distribution centre. The development was welcomed by St Kitts and Nevis Prime Minister Dr Terrance Drew, who described the investment as an important demonstration of confidence in the Federation and a practical example of Caribbean economic integration. DDL has maintained a presence in St Kitts and Nevis since 1996, and the latest investment is expected to expand the scale and capabilities of its local operations significantly. The upgraded facility will feature expanded bottling and packaging capacity, modern warehousing, improved laboratory and quality-control systems, administrative facilities, and additional commercial space. A major objective of the project is to position St Kitts and Nevis as a strategic distribution hub for DDL products across the Eastern Caribbean. Goods produced in Guyana could be shipped to the St Kitts facility and then supplied to neighbouring island markets, creating a more integrated regional supply chain. Prime Minister Drew said the investment reflects the potential of Caribbean businesses to expand across national borders and to contribute to the economic development of fellow CARICOM member states. He also emphasised the importance of diversification for small island economies. According to the Prime Minister, strengthening manufacturing, increasing local value-added production, developing export capacity and generating foreign exchange are essential to building greater economic resilience. DDL Executive Chairman Dr Komal Samaroo said the project represents a long-term commitment to St Kitts and Nevis and is part of the company's broader strategy to expand its Caribbean operations. From left, Vasudeo Singh, Deputy Chief Executive Officer DDL; Dr. Komal Samaroo, Executive Chairman DDL; Hon Terrence Drew, Prime Minister of St. Kitts and Nevis; Parvash Shiwprashad, Operations Manager DDL St. Kitts The new facility will also support the production and packaging of value-added food products, including juices and milk, thereby strengthening DDL’s contribution to regional food-security objectives. The initiative aligns with the wider Caribbean effort to increase local production and reduce dependence on imports. Another notable element of the project is the planned creation of a Heritage Centre, inspired by DDL’s heritage facility at its Diamond headquarters in Guyana. The centre is expected to showcase the history and traditions of rum production in St Kitts and Nevis through educational displays and visitor experiences. The expansion will extend beyond buildings and equipment. DDL plans to improve employee facilities and introduce additional workforce development initiatives, including enhanced professional training and a dedicated medical centre. The investment is also expected to generate employment during construction and create further opportunities for local contractors, suppliers and businesses once the expanded facility is fully operational. For Guyana, the project is another example of a locally established company building a stronger international and regional footprint. DDL’s expansion demonstrates how Caribbean-owned enterprises can utilise regional markets to increase production, strengthen distribution networks and create new commercial opportunities. For St Kitts and Nevis, the development brings fresh investment, employment opportunities, skills development and prospects of increased regional trade. The project therefore has significance beyond DDL’s corporate expansion. It reflects a growing effort within CARICOM to encourage investment among member states and to build stronger Caribbean-owned businesses capable of competing in regional and international markets. With enhanced manufacturing capacity, expanded storage and distribution infrastructure, new visitor facilities, and stronger links to Guyana, the St Kitts operation is expected to become an important part of DDL’s regional growth strategy. The US$10 million investment ultimately reinforces Caribbean companies' potential to expand across the region while creating economic opportunities for both the investing country and the host nation. Featured Bottom Left Share. Facebook Twitter Pinterest LinkedIn Tumblr Email Reporter Georgetown Guyana Website Related Posts PNC Leader Terrence Campbell Faces Backlash Over ‘House Slave’ Remark and Divisive Political Rhetoric Guyana Deserves Better Politics: Beyond the Noise, the Likes and the Political Circus Enmore to become industrial, manufacturing hub Mon Repos residents welcome Model Community Initiative Vice-President Dr Bharrat Jagdeo Says PPP/C Firmly Positioned for 2031 Elections as Government Focuses on Delivering for Guyanese Region One residents welcome cabinet outreach, laud government’s investments Leave A Reply Cancel Reply Save my name, email, and website in this browser for the next time I comment. Top Posts The Hollow Ambitions of Nigel Hughes: A Political Opportunist and Exhibitionist with Empty Promises. 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ETHNOLOGY vol. 48, no.1, Winter 2009, pp. 71–84.
ETHNOLOGY, c/o Department of Anthropology, The University of Pittsburgh, Pittsburgh PA 15260 USA
Copyright 2010 by The University of Pittsburgh. All rights reserved.
## CREDIT, IDENTITY, AND RESILIENCE IN THE BAHAMAS AND BARBADOS 1
Brent W. S...
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ETHNOLOGY vol. 48, no.1, Winter 2009, pp. 71–84.
ETHNOLOGY, c/o Department of Anthropology, The University of Pittsburgh, Pittsburgh PA 15260 USA
Copyright 2010 by The University of Pittsburgh. All rights reserved.
## CREDIT, IDENTITY, AND RESILIENCE IN THE BAHAMAS AND BARBADOS 1
Brent W. Stoffle National Oceanic and Atmospheric Administration Trevor Purcell University of South Florida Richard W. Stoffle Kathleen Van Vlack University of Arizona Kendra Arnett Jessica Minnis College of the Bahamas
People of the Caribbean have maintained social networks that provide security in the face of human and natural perturbations. Rotating savings and credit associations (ROSCAs) constitute one such system, which probably came to much of the Caribbean with African people and persisted through slavery. As a foundation of creole economic systems throughout the Caribbean, ROSCAs are time-tested dimensions of traditional culture and a source of pride and identity. This analysis of the history and contemporary functions of ROSCAs in Barbados and the Bahamas is based on more than a thousand extensive and intensive first-person interviews and surveys. This article argues that ROSCAs continue, much as they did in the past, to provide critical human services, social stability, and a source of African-ancestor identity in these two nations. (Women’s power, rotating credit, Bahamas, Barbados)
Identity is a central debate for the peoples of the Caribbean (Alleyne 2002; Hall and DuGay 1996; Identities 2008; Small Axe 2008), with questions of “Where did we come from, and are those biological roots tied in any important way to how we live and who we are today?” (Yelvington 2001) asked by locals and university scholars alike. This analysis aims to answer these questions about perceived identities and origins of Barbadians and Bahamians. Caribbean people, regardless of their phenotype, are choosing to attach cultural origins to key aspects of their culture, and thus privilege them over other origins and cultural patterns. Main labeling trends attribute European, African, Asian, or local origins to the development of contemporary culture, including society and language (Forte 2000; Howard 2002). Once any of these broad cultural lineages is chosen, then localizing cultural roots in space and time adds authenticity to the identity (Payne Jackson and Alleyne 2004:57–78). Rotating savings and credit associations (ROSCAs) are a source of perceived identities and origins for Barbadians and Bahamians. ROSCAs—variously known as
72 ETHNOLOGY meeting turn, sou sou, asu, box hand, and partner—are savings and credit patterns that exist throughout the Caribbean and are typically attributed to African origins. ROSCAs also tend to be a source of ethnic pride and are central in contemporary discussions of identity. The use of ROSCAs exemplifies the resilience of people always adapting to the boom and bust economies of the Caribbean. This article compares ROSCAs in Barbados (known as meeting turn) and the Bahamas (known as asu), both islands of former African-ancestry slave-based plantation colonies of Great Britain. They are independent countries whose citizens are struggling to choose which of the various available identity streams should be privileged at the national level. Over a thousand direct interviews document that people in these two nations generally attribute their systems of rotating credit to Africa (especially West Africa), and believe that rotating credit persisted during slavery because it was widely understood among the slaves and could not be controlled by the dominant society. Bahamians and Barbadians also stipulate that rotating credit became a foundation of social and economic exchanges because it could be totally controlled by the participants, thus giving them agency, and maintain that rotating credit persists in modern times because it continues to make positive contributions to community resilience and pride, both of which are key aspects of identity. These findings document the complexity of asking the question “Why are ROSCAs so culturally central?” METHODS AND ASSUMPTIONS The analysis is informed by more than 30 years of research conducted among the residents of coastal communities in the Caribbean. These research projects occurred in urban and rural areas in Barbados, The Bahamas, Antigua, St. Lucia, the U.S. Virgin Islands, and the Dominican Republic (Rubino and Stoffle 1990; B. Stoffle et al. 1999; B. Stoffle and R. Stoffle 2007; R. Stoffle et al. 1994). This research report is primarily based on more than a thousand quantitative and qualitative interviews collected in Barbados and the Exuma Islands and Cays in the central Bahamas. The Barbados interviews were conducted during a three-year study of traditional microeconomic systems of exchange, especially those focused on rotating savings and credit associations. During five field sessions in Barbados, 500 interviews were con ducted; of these interviews, 120 were with the people of the rural Bath Plantation area. The remaining interviews were of those living in urban Bridgetown. Interviews collected data on microeconomic systems that contribute to a creole economy. The Bahamian study involved 572 interviews with 193 people from six traditional communities in the Exumas. Gender balance was approached in the 352 formal inter views but an imbalance towards males occurred in the 221 informal interviews. During these five field sessions, approximately the same percentage of each community was formally interviewed with an overall sample size of 34 percent of the census recorded population. The Bahamas research is inductive, iterative, mixed methodologically, collaborative, and consultative. The broadest research goal was to understand how potential Marine Protected Areas (MPA) could affect local communities and which of these would best
ROSCAs 73 predict local community responses to the MPAs. Conducted over six years, the eight field sessions permitted an iterative cycle of collecting data, analyzing findings, and returning to the field with new and revised data collection instruments. During these interviews, Exumian people noted that the Bahamian rotating credit association (asu) was and continues to be an essential aspect of how people work together to strengthen their communities and make them resilient. The study team conducted interviews spe cifically about asu. This article assumes that broader patterns of Caribbean life, especially those occurring over the life cycles of individuals and through traditional patterns established over many generations, can be understood through interviews and a few typical stories from a single settlement. These thousand-plus interviews documented the cultural centrality of ROSCAs.
ROSCAS IN THE CARIBBEAN ROSCAs are a system for compulsory saving and microcrediting that involves people who come together based on interpersonal knowledge and trust. In many cases members tend to belong for life, thus making well established ROSCAs multi generational. The behavior of members reflects on past, present, and future generations and affects an individual’s social status in the community and to some degree in their society at large. A ROSCA, for example, that is run on an annual cycle may be struc tured to involve 12 members, each of whom places a sum of money in a common pool, the total of which is given each month to a member based on a predetermined order and rotating schedule. The cycles for many of the “meeting turns” persist, with members continuing to participate even though a cycle may have ended. In some cases, there are meeting turns that have existed for over 65 years, replacing members as necessary. In Barbados, each ROSCA is led by an “organizer” (B. Stoffle 2001) or “meeting holder” (Gmelch and Gmelch 1997). The “meeting holder” is almost always an older woman, something that is common throughout the Caribbean. It is possible that this relates to the idea that saving money is a woman’s responsibility and probably even more specifically tied to the roles of women in the Caribbean as expressed in Barrow’s (1992) work on the matrifocal family. Even though women are the predominant leaders of ROSCAs, members vary regarding age, ethnicity, and gender (Yelvington 1995:217). The key is to be of good standing in the community and able to meet the financial responsibilities of participation. Shifting cycles or the inability to make a payment involves a significant change and is negotiated by the organizer, who hears a request to change a hand rotation and then explains it to the members. A change can only be made with the approval of the members. Stability results in predictable amounts of money being available to individuals at agreed times. Flexibility of the ROSCA to meet unanticipated crises makes individuals and communities more resilient to social and cultural turbulence. Determining the origin of Caribbean ROSCAs is difficult because there is little direct evidence that identifies a place, group, or time as the point of origin. Similarities in linguistic and organizational structure and ideology suggest a link between Caribbean ROSCAs and those from West Africa and Asia (Ardener 1964; Ardener and Berman
74 ETHNOLOGY 1995; Geertz 1962). Ardener (1964) states that while no one knows precisely how ROSCAs began in Africa, indications are that the institution in West Africa is indige nous. People in Sierra Leone, Nigeria, and Cameroon are said to have had rotating funds that predated the arrival of European currency and were operated in kind. Among the Yoruba of Nigeria, contributions were made in cowries (Ardener 1964). Purcell (2000) suggests, without speculating on the specific institutional roots of ROSCAs, that the elements of co-operation, communality, and reciprocity are characteristic of many indigenous African social organizations. For this reason many believe that historical and contemporary Caribbean ROSCAs are based on traditional African cultural organi zations. Linguistic comparisons further support the argument that some Caribbean ROSCAs are linked to African ROSCAs. For example, the susu in Trinidad (Herskovits and Herskovits 1947), the sousou in Martinique (Laguerre 1990), and asu (esu) in the Bahamas (Craton and Saunders 2000) are all linguistically similar to the esusu, susu, and isusu in West African countries. In Africa, 33 countries are recorded as having rotating credit associations, but only names from West Africa match those used in the Caribbean (Bouman 1995). Names for rotating credit associations from 20 Asian countries do not match linguistically. The combination of linguistic similarities and dissimilarities, as well as the fact that many of the people in the Caribbean were from African ethnic groups, suggests that meeting turn in Barbados (which is also called sou sou) and asu in the Bahamas are derivatives of traditional West African associations. Creole economics (Browne 2004) is a term used to describe the informal economic systems of exchange developed in situ by the people of the Caribbean. Such systems generally were experimented with during slavery and have subsequently been carried into modern times because they still serve average people better than colonially estab lished economic systems and because people prefer them. Browne argues that the people of Martinique drew on African cultural practices during slavery to make economic systems that were invisible and largely uncontrollable because such exchanges were illegal. People carried these African-based creole economic systems forward in time because they function well and are in opposition to formal economic systems of the colonial nation. Men who operate the creole economic systems are called debrouillards, who use cunning to succeed, and so become trickster folk heroes. National and ethnic identity debates are never neutral in the Caribbean (Yelvington 1993, 2006). They are hotly argued in the streets, the newspapers, and even in parlia ment. Basic to all these debates is their emergence since the end of the nation’s colonial status. Under a colonial government one’s identity as a citizen was imposed. The colonial government, usually based in Europe, determined the proper language, family system, education, religion, economy, and even the colony’s flag. With independence, the former colonies had the power to redefine aspects of their culture. Tensions arose when the former colonies were unable to control the credibility and authenticity of potential changes. Is marriage by an Obeah priest legal? Are generational land title claims equal to fee simple titles? Should the national language be Ashanti? Educational content and school leaving exams, for example, were set by Oxford and Cambridge Universities for English colonies in the Caribbean, and this continued for decades after
ROSCAs 75 independence because these standards were widely recognized while local standards were not. Identity debates tend to focus initially on the question of who the people genuinely are. Biculturalism is the outcome of societies made to serve a European colonial nation but whose workers are primarily composed of unfree laborers from many cultures forced to work for others (Williams 1944:7). The most robust model of bicultural societies was presented by Wilson (1969, 1973) who maintained that two mirror-oppositional cultures exist in each colonial society and in the minds of its citizens. The official culture (called respect or colonial) was defined and legally imposed by Europeans and the oppositional culture (called reputation or creole) was developed by the people of the colony and hidden from the ruling gaze. Most people can code-switch in a moment between colonial and creole language, legal and creole economics, pronouncements on appropriate family practice, and what constitutes an appropriate religious practice. The biculturalism of the Caribbean is the only robust explanation of widespread creole economics in Martinique (Browne 2004) and the persistence of the creole family system in Barbados (R. Stoffle 1977). Resilience is a term used to describe the ability of a society and its natural environment to recover from social and natural distresses (Holling 1973). Recovery is defined as returning to a similar, but not necessarily identical, state which involves almost the original number of people and their physical distribution, but also their funda mental social structure, quality of life, and key components of their core culture that are central to well being and identity. Key dimensions of resilience in Caribbean societies involve having redundant natural and social connections “occupational multiplicity” (Comitas 1964) or “environmental multiplicity” (Stoffle and Minnis 2007). MEETING TURN IN BARBADOS Barbados is a small island, approximately 166 square miles, located in the extreme eastern Caribbean, which was claimed by the British in 1625 and settled shortly there after. Bridgetown, the capital of Barbados, is located in the protected west-coast harbor, and Bath is a rural settlement on the rugged northeast coast. The first unfree laborers in Barbados were Scottish and Irish prisoners of war sent by Lord Cromwell between 1650 and 1660 and sold to planters (Frank 1920:372–373). This practice of importing political prisoners as unfree laborers continued until 1746. By the mid-1600s, sugar replaced cotton, African people replaced the Scots-Irish as the major source of labor, and large plantations supplanted small farmers (Watts 1994:176–231). By the third quarter of the seventeenth century there were more people in Barbados than in any of the mainland English colonies. Origins of Meeting Turn A cultural practice hidden during slavery usually remains undetected, so it is not surprising that meeting turn does not appear in the early historic records of Barbados. Survey and documented data suggest that its roots are of West African cultural and
76 ETHNOLOGY socioeconomic practices adapted to a cash economy dominated by slaves and free African-ancestry women. The most obvious source of cash for slaves was female huckstering—taking some product, whether grown, traded, or stolen, to sell for cash. According to Beckles (1999:140–155) slaves, particularly females, participated in the market economy as producers and distributors, with and without their owners’ permission. After the 1816 slave revolt, the official inquiry reported that “each negro cultivates a garden of his own in which he raises, with great facility, corn, ocros, yams, etc. A great part of the ginger exported is raised in these gardens. They also raise hogs, goats, and poultry and the market is chiefly supplied by the negros” (Craton 1982:257). African-ancestry people so dominated the domestic market that a series of laws was passed to regulate, tax, or prevent huckstering. These laws were largely unsuccessful. The persistence of Barbadian internal marketing demonstrates that male and female slaves struggled against laws and regulations to achieve an economic life of their own. Cash from these exchanges had to be hidden, and based on interviews, it seems that meeting turn was one feature of this invisible economy. Barbados settlement patterns changed little after emancipation in the early 1830s. Former slaves, lacking access to new lands and jobs, continued to live on and engage in wage work for the plantations that had enslaved them. The Land Purchase laws required that large quantities of land be bought at very high prices, propelling purchases beyond the means of former slaves. Trollope (1860:199) wrote, “When emancipation came there was no squatting ground for the poor Barbadian. He had still to work and make sugar —work quite as hard as he had done while yet a slave. He had to do that or to starve.” There were few positive changes in the lives of newly freed slaves. After emancipation, plantation owners would no longer provide former slaves with subsistence, provisions, housing, clothing, and medical support. Especially important was the loss of salted fish, which tended to be the only source of animal protein. Now almost totally on their own in the search for food and shelter, former slaves increasingly depended on house gardens, local small scale farming, animal husbandry, fishing, and huckstering. Because meeting turn and other matters of money are rarely discussed, there is little to document its existence. Ethnographic research using interviews and oral histories document the perception that meeting turn has been a part of everyday life in Barbadian culture for over a century. Some might argue that such associations only became preva lent in more modern times as people were increasingly integrated into the informal economy, but it is important to note that slaves controlled a remarkable proportion of the cash on the island through the sale of certain products and wares at the markets. Meeting Turn as Still Useful Meeting turn has contemporary relevance in the lives of rural and urban Barbadian people. Though in the urban setting some of the principles of participation have changed, where trust and personal knowledge have been replaced by proximity and regularity, the primary aspect of compulsory savings still exists—participation is based
ROSCAs 77 on social relationships and one’s reputation. Access to a meeting turn hinges on one’s standing as a person. In the office setting, where many meeting turns are operated, the notion of trust and social standing is replaced by the fact that participants are in prox imity to each other on a daily basis and that their paydays occur at the same time. Still, compulsory savings allow people to utilize the benefits associated with participation in meeting turn as opposed to formal banking operations. In fact, for some it is because of the meeting turn that they are actually able to participate in formal banking systems, thus bridging the gap between
### Final Report: Toward Harmonized AI Policies and Recommendations for the Caribbean
This report is published by the CTU Caribbean AI Task Force (CAITF).
This final report reflects the collective experience and expertise of more than 35 nominated members drawn from Caribbean governments and natio...
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### Final Report: Toward Harmonized AI Policies and Recommendations for the Caribbean
This report is published by the CTU Caribbean AI Task Force (CAITF).
This final report reflects the collective experience and expertise of more than 35 nominated members drawn from Caribbean governments and national agencies, multilateral organizations, the private sector, academia, civil-society organizations, non-profit institutions and non-governmental organizations. The Caribbean AI Task Force was established by resolution at the Caribbean Telecommunications Union’s 31st General Conference of Ministers, with a one-year mandate to develop harmonized regional AI policy recommendations and coordinate the Caribbean AI Forum in 2026. This report represents the culmination of that mandate.
For more comments, information and feedback on the report please contact us at: caitf@ctu.int
This report should be cited as: The Caribbean AI Task Force, “Final Report: Toward Harmonized AI Policies and Recommendations for the Caribbean”, Caribbean Telecommunications Union, Port of Spain, Trinidad and Tobago. July, 2026.
#### Table of Contents
Executive Framing ... 1
1. Introduction ... 3
A. The Global Inflection Point ... 3
B. Scope and Audience of this Report ... 5
C. Approach ... 5
Promise Against a Backdrop of Disparity ... 10
2. The Caribbean AI Landscape ... 10
A. The Caribbean AI Value ... 10
B. The Connectivity Paradox: Structural Realities ... 11
C. The Global AI Governance and where the Caribbean Region Stands ... 13
D. The Inclusion and Information-Integrity Gap ... 15
E. The Labour-Market Exposure ... 16
3. The Governance Deficit ... 20
Why the Caribbean Cannot Wait ... 20
A. The Representation Gap ... 20
B. The Coordination Gap ... 20
C. The Implementation Gap ... 22
D. The Research Gap ... 23
4. Pillars & Policy Recommendations ... 28
Pillar 1: Data, Digital Infrastructure & Compute ... 29
Pillar 2: Governance, Ethics & Standards ... 30
Pillar 3: Economic Transformation, Innovation & Industry ... 33
Pillar 4: Talent & Skills ... 35
Pillar 5: Public Sector AI ... 37
Pillar 6: Natural Disaster & Climate Resilience ... 38
Pillar 7: Regional Leadership, Trade & Global Interoperability ... 39
5. The Task Force ... 40
About the CTU Caribbean AI Task Force ... 41
#### LIST OF ABBREVIATIONS
• AI – Artificial Intelligence
• ASEAN – Association of Southeast Asian Nations
• AU – African Union
• CAF – Development Bank of Latin America and the Caribbean
• CARICOM – Caribbean Community
• CARDTP – Caribbean Digital Transformation Project
• CDB – Caribbean Development Bank
• CSME – CARICOM Single Market and Economy
• CTU – Caribbean Telecommunications Union
• CXC – Caribbean Examinations Council
• ECCB – Eastern Caribbean Central Bank
• ECLAC – UN Economic Commission for Latin America and the Caribbean
• ECTEL – Eastern Caribbean Telecommunications Authority
• GDC – Global Digital Compact
• GDP – Gross Domestic Product
• HLAB-AI – UN High-level Advisory Body on AI
• ICT – Information and Communication Technology
• IDB – Inter-American Development Bank
• IMPACS – Implementation Agency for Crime and Security
• ITU – International Telecommunication Union
• MIGDIA – Inter-American Framework on Data & AI Governance (OAS)
• MSME – Micro, Small and Medium-sized Enterprise
• NDTS – National Digital Transformation Strategy
• NIST – U.S. National Institute of Standards and Technology
• OECD – Organisation for Economic Co-operation and Development
• OECS – Organisation of Eastern Caribbean States
• SIDS – Small Island Developing States
• SoDTIC – School of Digital Transformation and Innovation in the Caribbean
• UNCTAD – United Nations Conference on Trade & Development
• UNESCO – United Nations Educational, Scientific and Cultural Organization
• UNGA – United Nations General Assembly
The Task Force agrees that the diffusion of Artificial Intelligence is occurring in an environment of profound structural asymmetry. The benefits of AI remain heavily concentrated geographically, economically, and technologically, while unfortunately, the systemic risks associated with its deployment, including algorithmic bias, socioeconomic exclusion, and the erosion of information integrity are distributed universally. To compound this, Caribbean citizens, firms and public institutions are becoming intensive users of AI systems without having proportional influence over their design, deployment, governance or value capture.
The global AI market is projected to expand from approximately USD 189 billion in 2023 to USD 4.8 trillion by 2033 1. For Latin America and the Caribbean (LAC), AI integration could contribute up to USD 0.5 trillion to the broader economy by 2030, representing a potential 5.4% boost to regional Gross Domestic Product (GDP) 2. Under favourable conditions, the International Monetary Fund (IMF) projects that AI could elevate a developing country's GDP by 2.7% to 3.5% over a single decade 3. Despite generating 6.6% of the global GDP, the LAC region currently captures a mere 1.12% of global AI investment 4. Within the Caribbean sub region, the deficit is even more acute; AI-native enterprises number in the single digits, and the region operates overwhelmingly as a consumer of imported technology rather than a producer of localized innovation.
The Caribbean is currently characterized by a high-intent but low-capacity equilibrium, where policy ambition is consistently outpaced by infrastructural realities, fragmented data governance, and severe human capital attrition.
This is a disaster.
The Task Force, in its analysis, demonstrates that effective AI governance in the Caribbean cannot be achieved through isolated national strategies. This report, which serves as the foundational advisory framework for the Caribbean AI Task Force, articulates seven primary recommendations centered on themes including a unified regional AI policy framework, building sovereign data infrastructure, catalysing commercial innovation, reversing human capital flight, mobilizing targeted regional financing, and embedding AI within climate resilience strategies. Through multilateral cooperation, the interim report has helped shape
1 United Nations Conference on Trade and Development (UNCTAD), Technology and Innovation Report 2025:
Inclusive Artificial Intelligence for Development (Geneva: United Nations, 2025),
https://unctad.org/publication/technology-and-innovation-report-2025
2 PricewaterhouseCoopers (PwC), Sizing the Prize: PwC’s Global Artificial Intelligence Study—Exploiting the AI
Revolution (2017),
3 Eugenio M. Cerutti, Antonio I. Garcia Pascual, Yosuke Kido, Longji Li, Giovanni Melina, Marina Mendes
Tavares, and Philippe Wingender, The Global Impact of AI: Mind the Gap, IMF Working Paper no. 25/76
(Washington, DC: International Monetary Fund, April 2025), https://doi.org/10.5089/9798229008570.001
4 Álvaro Soto et al., coords., Latin American Artificial Intelligence Index (ILIA) 2025: Key Findings, Applied
Artificial Intelligence, and Human Talent, Project Documents LC/TS.2026/1 (Santiago: Economic Commission for
Latin America and the Caribbean and National Center for Artificial Intelligence, 2026),
https://doi.org/10.65730/maolsdjpr.
## Executive Framing
the UNDP+CARICOM AI Regional Programme 2026-2030 and the UN ECLAC’s SIDS National AI Agenda.
The Caribbean stands as one voice with an agreed set of values, principles and direction.
The choice before the Caribbean is therefore not whether AI will transform the region, but whether that transformation will occur primarily on terms established elsewhere. This report provides the foundation for collective action; implementation must now become the region’s priority.
A. The Global Inflection Point Since the first wave of national AI strategies emerged around 2017, global AI policy has rapidly matured from early phases of strategic posturing, innovation competition, and localized ethical standardization into an era strictly defined by the realities of generative AI advancements, rigorous systemic risk regulation, and intense geopolitical contests over technological sovereignty. What has not happened, across any of these phases, is convergence on a single governance model. Instead, a differentiated landscape has emerged in which countries calibrate AI governance to their own economic structure, institutional capacity, and strategic position.
For most of this period, the Caribbean's engagement with this evolution has been largely indirect; the region has been a consumer of AI tools, an object of global policy discourse, and a participant, when at all, in instruments designed elsewhere, for other contexts. This report is built on the premise that this indirect posture is no longer adequate to the stakes involved, and that the region has the human capacity, the institutional foundation and a closing window of opportunity to change it.
The urgency of this global inflection point was codified by the United Nations with the release of the Preliminary Report of the Independent International Scientific Panel on AI: Evidence based assessment of opportunities, risks and impacts of AI in July 2026. The UN report explicitly warns that current evaluation methods and institutional safeguards cannot keep pace with the exponential growth of AI capabilities, noting that the world cannot effectively govern what it cannot independently evaluate or understand.
Table 1.1- The Seven Key Domains of the UN Independent International Scientific Panel on AI (July 2026)
Domain Focus Area Core Analytical Imperatives Highlighted by the UN Scientific Panel
AI Science, Advances & Trajectories
Tracking the exponential growth of frontier models, emergent autonomous agentic behaviours, and the extreme geographical concentration of global computing power. Societal Applications Evaluating the integration and disparate impacts of AI within foundational societal pillars, including empirical science, public health, educational ecosystems, and agricultural modernization.
Economic Implications
Analysing macroeconomic disruptions, labour market exposure, wealth concentration dynamics, and the specific vulnerabilities of developing economies.
Security, Systems & Environment
Assessing systemic risks introduced by interacting AI agents, cybersecurity vulnerabilities in critical infrastructure, and the massive energy and environmental footprint of data centres.
## 1.1.Introduction Introduction
Human Rights, Information & Democracy
Investigating the erosion of information integrity, the proliferation of synthetic media (deepfakes), authoritarian capture of digital ecosystems, and structural algorithmic discrimination.
Cultural Flourishing & Child Safety
Examining the long-term cognitive and cultural impacts of continuous human-AI interaction, autonomy preservation, and the specific vulnerabilities of minors in digital spaces.
Management, Governance & Reliability
Highlighting the severe underdevelopment of independent risk evaluation methodologies and the fragmented nature of current corporate-led governance instruments.
Crucially for the Caribbean context, the UN Preliminary Report confirms that the so-called “AI divide” is no longer a question of technological access; it is fundamentally an asymmetry in the capacity to influence AI development, shape its design, and govern its deployment. The global evidence base regarding AI's socioeconomic impacts is highly skewed toward high income, English-language contexts, while the underlying AI evaluation infrastructure remains linguistically and geographically concentrated. The overwhelming concentration of computational power, where a few advanced economies and their domiciled corporate entities control virtually all leading general-purpose models, threatens to entrench existing global inequalities and significantly undermine democratic accountability.
The economic stakes are also substantial. UNCTAD projects that the global AI market will expand approximately twenty-fivefold by 2033, increasing from about 7% to 29% of the frontier-technology market. 5It also estimates that the United States and China together hold approximately 60% of AI patents and produce about one-third of AI-related research publications. The Caribbean does not need to compete in frontier-model development. It must, however, determine the terms under which external models, platforms, infrastructure, and standards enter the region.
This requires more than defensive regulation.
The region must engage the market directly, developing systems that meet its own needs, investing in research and building research-to-commercialization capacity, producing tools that can be exported to other markets. The region is not starting from zero. ECLAC’s ILIA 2025 notes that Latin America and the Caribbean account for 14% of global visits to AI solutions and rank third worldwide in downloads of generative AI applications 6, showing that demand and
5 United Nations Conference on Trade and Development (UNCTAD), Technology and Innovation Report 2025:
Inclusive Artificial Intelligence for Development (Geneva: United Nations, 2025),
https://unctad.org/publication/technology-and-innovation-report-2025.
6 Álvaro Soto et al., coords., Latin American Artificial Intelligence Index (ILIA) 2025: Key Findings, Applied
Artificial Intelligence, and Human Talent, Project Documents LC/TS.2026/1 (Santiago: Economic Commission for
Latin America and the Caribbean and National Center for Artificial Intelligence, 2026),
https://doi.org/10.65730/maolsdjpr.
user adoption are real, but that the region retains weak control over the upstream layers of value creation.
Within this precise global framework, the United Nations Economic Commission for Latin America and the Caribbean (ECLAC) has sharply framed the geopolitical stakes for the region. During the high-level dialogue series convened in May 2026 alongside the eLAC Digital Agenda and the EU Global Gateway, the existential digital sovereignty question was posed. Will emerging economies remain perpetual “rule-takers,” or will they evolve into “rule-makers”? Rule-takers are structurally forced to adapt to predetermined, established technological systems and regulations designed by external entities. This reactive posture leaves their fragile economic and social fabrics highly vulnerable to foreign regulatory paradigms and exogenous technological shocks over which they have no agency. Rule-makers, conversely, leverage regional integration to assert digital sovereignty, demanding interoperability, technological localization, and equitable, unified participation in standards-setting forums.
For the Caribbean, delaying proactive, unified governance inevitably increases long-term dependency on external models, foreign computational infrastructure, and imported normative frameworks. We cannot delay any longer.
B. Scope and Audience of this Report This report is addressed to the governments of CARICOM member states, the regional institutions whose mandates intersect with AI policy, to development and financing partners considering support for Caribbean digital transformation, and to the wider public whose engagement will determine whether AI policy in the region is shaped with legitimacy or imposed without it.
There are three things this report deliberately does not attempt to do. First, it does not provide a costed implementation plan, budget allocation, or financing instrument design; these are the subject of work led by the relevant regional and international partners and prescribing them here would substitute the Task Force's judgment for that of the institutions actually responsible for delivery. Second, it does not propose a single uniform model to be adopted identically across all member states; Caribbean states differ materially in population, fiscal space, and institutional capacity, and effective AI policy must be adapted accordingly. Third, it does not attempt to forecast the technology itself; its recommendations are framed to be robust to a range of plausible AI trajectories, rather than contingent on any single technical scenario.
C. Approach This report is the product of a regional advisory process led by the CTU Caribbean AI Task Force. The Task Force brings a Caribbean perspective to the rapidly evolving global AI policy
landscape by consolidating available evidence, examining its implications for small states, and translating that evidence into practical recommendations for CARICOM governments and regional institutions. Its role is not to replace national policymaking or the mandates of implementing agencies, but to provide a shared analytical foundation from which coordinated national and regional action can proceed.
This report draws on prior thematic work which includes the Caribbean-specific findings of UNESCO's Caribbean Artificial Intelligence Policy Roadmap, built on consultation with more than 1,000 stakeholders; ECLAC's exploratory review of Caribbean AI readiness and its companion regional policy brief; the global benchmarking and governance-gap analysis of the UN Secretary-General's High-Level Advisory Body on AI; and current data from UNCTAD, the World Bank, the International Telecommunication Union, the European Investment Bank, and national and regional sources cited throughout.
Where the available evidence is inconsistent, incomplete, or no longer current, the report identifies those limitations explicitly and avoids implying a level of precision that the underlying data cannot support. For example, CARICOM’s Secretary-General has cited a regional food-import bill of approximately US$13.76 billion over 2018–2020, equivalent to roughly 5% of regional GDP alongside estimates that the Caribbean imports more than 60% of the food it consumes 7. Similarly, widely cited estimates of skilled emigration from Caribbean states originate in International Monetary Fund research published in 2006. This report therefore uses those estimates as evidence of a persistent structural challenge, not as a measurement of present-day migration rates, which may have changed materially over the intervening two decades.
The Task Force also treats missing data as a substantive policy finding. Several CARICOM members are absent from, or incompletely represented in, international datasets concerning AI infrastructure, innovation, investment and readiness. Such omissions limit the region’s ability to benchmark progress, identify investment needs and participate effectively in evidence-based international governance. Strengthening national statistical capacity and establishing a comparable regional AI evidence base are therefore integral components of the report’s recommendations, rather than secondary research concerns.
An interim version of the report was released in Port of Spain, Trinidad and Tobago, in December 2025 and subsequently circulated for regional review. Its findings and recommendations were examined through conferences, seminars, panels, presentations and stakeholder discussions. Written and verbal feedback from these engagements was consolidated by the Task Force and used to refine the analysis and recommendations presented in this final report. This document should therefore be understood as both an evidence synthesis and a regional policy contribution as it identifies Caribbean priorities while
7 Caribbean Community (CARICOM), “Investment Matters More Than Ever-CARICOM Secretary-General,” e CISTAR, November 10, 2022, https://www.caricomstats.org/E-CISTAR/2022/11/10/investment-matters-more than-ever-caricom-secretary-general/.
recognizing that implementation must be adapted to the institutional capacity, economic structure and development circumstances of individual member states.
### Box 1 AI for Agriculture & Food Security
Although agriculture has a relatively modest direct contribution to output in many Caribbean
## UNITED NATIONS MULTI-COUNTRY SUSTAINABLE DEVELOPMENT COOPERATION FRAMEWORK
## THE ENGLISH- AND DUTCH-SPEAKING CARIBBEAN 2022-2026
JOINT STATEMENT AND SIGNATURE PAGE
By signing hereunder the governments of ……….. endorse the UN MSDF 2022-2026 and underscores the commitment to achieve the agreed ...
Show more ▾
## UNITED NATIONS MULTI-COUNTRY SUSTAINABLE DEVELOPMENT COOPERATION FRAMEWORK
## THE ENGLISH- AND DUTCH-SPEAKING CARIBBEAN 2022-2026
JOINT STATEMENT AND SIGNATURE PAGE
By signing hereunder the governments of ……….. endorse the UN MSDF 2022-2026 and underscores the commitment to achieve the agreed results.
TABLE OF CONTENTS
JOINT STATEMENT AND SIGNATURE PAGE ... 2
ACRONYMS AND ABBREVIATIONS ... 5
EXECUTIVE SUMMARY ... 7
RATIONALE FOR A MULTI-COUNTRY COOPERATION FRAMEWORK ... 8
CHAPTER 1: REGIONAL CHALLENGES TOWARDS THE 2030 AGENDA ... 10
CHAPTER 2: UN DEVELOPMENT SYSTEM SUPPORT TO THE 2030 AGENDA ... 12
2.1. FROM CMCA TO COOPERATION FRAMEWORK PRIORITIES ... 12
2.2 THEORY OF CHANGE ... 13
2.4 COOPERATION FRAMEWORK OUTCOMES AND PARTNERSHIPS ... 20
Priority area 1: Shared Prosperity and Economic Resilience ... 20
Priority area 2: Equality, Well-Being and Leaving no One Behind ... 27
Priority area 3 Resilience to climate change and shocks and sustainable natural resource management 34
Priority area 4 Peace, Safety, Justice and the Rule of Law ... 42
CHAPTER 3: COOPERATION FRAMEWORK IMPLEMENTATION PLAN ... 49
3. 1 COOPERATION FRAMEWORK GOVERNANCE AND MANAGEMENT STRUCTURE ... 49
3.2 RESOURCING THE COOPERATION FRAMEWORK ... 52
3.3 DERIVATION OF UN ENTITY COUNTRY/REGIONAL PROGRAMMING INSTRUMENTS FROM THE COOPERATION FRAMEWORK.53
3.4 JOINT WORK PLANS ... 53
3.5 BUSINESS OPERATIONS STRATEGY IN SUPPORT OF THE COOPERATION FRAMEWORK ... 54
CHAPTER 4: CMCA UPDATE, MONITORING,EVALUATION AND LEARNING PLAN ... 54
4.1. UPDATES OF THE UN COMMON MULTI-COUNTRY ANALYSIS ... 54
4.2. MONITORING IMPLEMENTATION OF JOINT WORK PLANS ... 55
4.3 COOPERATION FRAMEWORK ANNUAL PERFORMANCE REVIEW AND COUNTRY/MSDCF RESULTS REPORTING ... 55
4.4 EVALUATION PLAN ... 56
ANNEXES ... 58
ANNEX 1 : CARIBBEAN PROGRESS TOWARDS THE SUSTAINABLE DEVELOPMENT GOALS, 2020 ... 58
ANNEX 2: RESULTS MATRIX ... 59
ANNEX 3: SDGS TARGETS ... 75
ANNEX 4: LEGAL ANNEXES ... 81
ANNEX 5: CMCA PROBLEM TREE ... 84
LIST OF FIGURES AND TABLES
FIGURE 1 - SIMPLIFIED SOLUTION TREE ... 13
FIGURE 2 -MSDCF DIAGRAM ... 18
FIGURE 3 - MSDCF OUTCOME AND SDGS TARGETS INTERLINKAGES ... 19
FIGURE 4 - THEORY OF CHANGE DIAGRAM OUTCOME 1 ... 23
FIGURE 5 - THEORY OF CHANGE DIAGRAM - OUTCOME 2 ... 26
FIGURE 6 -THEORY OF CHANGE DIAGRAM - OUTCOME 3 ... 30
4
FIGURE 7 - THEORY OF CHANGE DIAGRAM - OUTCOME 4 ... 33
FIGURE 8 THEORY OF CHANGE DIAGRAM - OUTCOME 5 ... 37
FIGURE 9 - THEORY OF CHANGE DIAGRAM - OUTCOME 6 ... 41
FIGURE 10 THEORY OF CHANGE DIAGRAM - OUTCOME 7 ... 45
FIGURE 11 THEORY OF CHANGE DIAGRAM - OUTCOME 8 ... 48
FIGURE 12 - MSDCF GOVERNANCE ... 50
FIGURE 13 -MSDCF IMPLEMENTATION TOOLS ... ERROR! BOOKMARK NOT DEFINED.
BOX 1 UN VISION 2030 ... 14
TABLE 1 - MSDCF MANAGEMENT STRUCTURE ... 51
ACRONYMS AND ABBREVIATIONS
ADR Alternative Dispute Resolution
CARICOM Caribbean Community
CCA Common Country Analysis
CIP Country Implementation Plan
CMCA Common Multi-Country Analysis
CRR Country Results Report
DRM Disaster Risk Management
DRR Disaster Risk Reduction
ECLAC Economic Commission for Latin America and the Caribbean
GBV Gender-Based Violence
GEWE Gender Equality and Women’s Empowerment
IFI International Financial Institutions
JSC JWP
Joint Steering Committee Joint Work Plan
LNOB Leaving No One Behind
MCO Multi-Country Office
MPTF Multi-partners Trust Fund
MSDCF Multi-country Sustainable Development Cooperation Framework
MSME Micro, Small and Medium Enterprises
NRM Natural Resource Management
OESC Organization of Eastern Caribbean States
OMT Operations Management Team
PMT Programme Management Team
RCO Resident Coordinator Office
RG Results group
RSC Regional Steering Committee
RMETT Regional Monitoring and Evaluation Task Team
SCP Sustainable Consumption and Production
SDG Sustainable Development Goal
SIDS Small Island Development States
SME Small and Medium enterprises
UNCT UNST
United Nations Country Team United Nations Sub-Regional Team
EXECUTIVE SUMMARY
The Multi-Country Sustainable Development Cooperation Framework (MSDCF) for the English- and Dutch-speaking Caribbean, covering the period 2022-2026, is the most important instrument for planning and implementation of the UN development activities towards the fulfilment of the 2030 Agenda. This framework has been developed as the world continues to grapple with the COVID-19 pandemic. In the Caribbean, as elsewhere, the impact of the pandemic aggravated and revealed existing structural vulnerabilities and provides the opportunity to ‘build back better’. To address such vulnerabilities the UN and the governments in the region are committing to contribute to significant structural changes in the economies and governance systems of the countries, towards:
1. Economic resilience and shared prosperity
2. Equality and well-being
3. Resilience to climate change and shocks, and sustainable natural resource management
4. Peace, safety, justice, and the rule of law
Under each of these four priority areas, specific desired changes were defined for UN contribution, as reported in the below diagram. The Vision is for the region to become more resilient, possess greater capacity to achieve all the SDGs, and become a place where people choose to live and can reach their full potential. UN contributions will be operationalised at the country level, while adopting regional solutions where relevant, fostering regional cooperation and integration, and being guided by the principle of ‘leaving no one behind’.
The MSDCF outcomes cover all SDGs, recognising their interconnected nature. However, the strategic prioritisation process undertaken by the UN with its partners, considering UN comparative advantages and the region’s peculiarities, led to the selection of 73 specific SDG targets (out of the total 169). Related selected SDG indicators were chosen for monitoring purposes, taking into consideration availability of data as captured in previous CARICOM analysis 1.
Since 2017, the UN and the governments in the region have worked with a multi-country framework to be more efficient, leverage regional synergies and adopt collective approaches, where relevant. This document represents the second generation of this framework. It was collegially developed by the six UN Country Teams covering the 22 countries and territories in the region and their host governments, in consultation with regional organizations, the private sector, development partners, civil society organizations and other stakeholders. It will be implemented under the guidance of the MSDCF Joint Steering Committee and operationalised at the country level under the oversight and strategic direction of national Joint Steering Committees. Strategic action on issues regional in scope will be facilitated by the regional commission and agencies working with relevant regional mandate through the UN Regional Steering Committee, supported by a Regional Programme Management Team, which will ensure that synergies, cross-fertilisation, and joint actions are pursued for the realisation of the results set in this programmatic framework.
A country-specific joint workplan which takes into full account the individual country development priorities, circumstances and legislation, will be developed for each of the participating countries. Each joint workplan will capture UN contributions towards the MSDCF outcomes, for national and regional review and monitoring. A final independent evaluation will be conducted in the penultimate year of implementation to draw lessons-learned for the next programming cycle.
RATIONALE FOR A MULTI-COUNTRY COOPERATION FRAMEWORK
The MSDCF 2022-2026 builds on lessons learned from the first multi-country sustainable development framework for the English and Dutch-speaking Caribbean (from now on referred to only as the ‘Caribbean’) covering the 2017-2021 period. Maintaining a regional approach and developing of a regional Cooperation Framework offers the opportunity to:
• Provide more effective support to the countries in the region through efficient use of UN resources, including reducing transaction costs for UN counterparts in their cooperation with UN entities.
• Leverage regional synergies while remaining relevant at the national level.
• Adopt collective approaches to common challenges such as climate change, noncommunicable diseases (NCDs), COVID-19 and others as indicated in Chapter 1.
1 CARICOM Secretariat 2018, “CARICOM Core Indicators for the Sustainable Development Goals (SDGS): Assessment of Data Availability in Member States and Associate Members”
• Build on and strengthen common instruments such as the SAMOA Pathway, the CARICOM Strategic Plan, Caribbean Cooperation in Health Phase IV (CCH4) and other regional and international frameworks.
• Deepen regional and triangular cooperation and improve the effectiveness of UN technical cooperation.
• Bring into effect the goals and objectives of the recently approved UN Development system reform, ensuring that the UN response is fit for purpose.
Furthermore, the reform of the UN Development System (UNDS) undertaken by the UN Secretary General, has elevated the United Nations Sustainable Development Cooperation Framework to be “the most important instrument for planning and implementation of the UN development activities” in any given country, while emphasising the importance of analysing and acting upon cross-border challenges and opportunities. Nevertheless, the Regional Steering Committee will maintain engagement on issues of common concern across all countries with CARICOM, OECS, as well as other mechanisms and platforms, including the Caribbean Development and Cooperation Committee (CDCC). The Cooperation Framework outlines the UN Development System’s contributions to reach the Sustainable Development Goals (SDGs) in an integrated and multidimensional manner. The Framework identifies synergies, with a commitment to the principle of leaving no one behind, to promoting human rights, Gender Equality and Women’s Empowerment (GEWE), resilience, sustainability and other international standards and obligations.
CHAPTER 1: REGIONAL CHALLENGES TOWARDS THE 2030 AGENDA
In preparation for the MSDCF, a series of UN-led national-level common country analyses (CCAs) 2 and a Common Multi-Country Analysis (CMCA) were conducted. These studies combined a multi dimensional risk analysis with the potential for economic and social transformation, analysis of climatic and environmental factors, dimensions of governance and political economy, and preparedness for complex emergencies that place people in need of immediate assistance at the centre. The analysis allowed for the identification of critical challenges that are common to different countries and for highlighting transboundary issues that could benefit from combined regional solutions. An assessment of multi-country progress on Agenda 2030 reveals the following: 3
• Throughout the Caribbean, the SDGs related to Planet (12, 13, 14, 15) remain under serious threat and are generally not improving.
• While data is still incomplete, the People-centred SDGs (1, 2, 3, 4, 5, 6) are likely to have taken a particular hit from COVID-19 and will require recalibration of priorities to minimize the negative impact.
• Different segments of the population are in particularly vulnerable situations and struggle to engage with the opportunities presented by social and economic development. Factors such as gender identity, age, sex, ethnicity, health/HIV, disability, migration, refugee status, current occupation, and place of residence can all have critical effects on a person’s ‘life chance’.
• Notwithstanding the heterogeneity across (as well as within) countries, overall, the data shows that dramatic acceleration is required across multiple SDGs in all countries if Agenda 2030 is to be substantially achieved.
The critical challenges identified in the CCAs and CMCA in summary are:
• The COVID-19 pandemic, which has had major human, social, and economic costs across the Caribbean, has further complicated policymakers’ task of ensuring sustainable, inclusive, and transformational development within their respective countries and, by extension, throughout the region. As the Caribbean already faces a number of health issues, notably high mortality, morbidity, and disability from noncommunicable diseases (NCDs), COVID-19 has resulted in major setbacks for sustainable development.
• Structural challenges/vulnerabilities or historical characteristics of economies including size, limited resource base, overly specialized economies, small domestic markets, trade imbalances (deficits), and sub-optimal positioning on value chains. The talent and potential
2 Common Country Analysis were produced for Barbados and the Eastern Caribbean, the Bahamas, Belize, Bermuda,
Cayman Islands, Guyana, Jamaica, Suriname, Trinidad and Tobago, and Turks and Caicos.
3 See Annex 1 for further detail on SDG progress across MSDCF signatory countries.
of people living in the region are not yet being translated into higher performance on established indicators of research, development and innovation, and labour productivity
• Economic stagnation and growing poverty and inequality are challenges faced by most economies in the region in the decade before the pandemic occurred. Growth in the Caribbean (with notable exceptions, such as Guyana, Suriname, and Trinidad and Tobago) over the last ten years has not matched that of other emerging market economies. COVID 19 resulted in a contraction of Caribbean economies of 9.1 percent in 2020, driving up unemployment, inequality, and poverty. In particular, the impact on tourism and services, on which most economies are largely dependent, has been severe. As a direct result of the above, fiscal space in most countries in the region is generally limited (though there are exceptions). The damage to key industries and reduction in employment opportunities have exacerbated existing inequities with youth, women, refugees and migrants experiencing the greatest job losses due to COVID-19. 4
• Violence and crime continue to affect human security and business development. Some of the causes are national or sub-national, associated with particular socioeconomic factors, governance, efficient justice systems and law enforcement capacity, and, in some cases, social norms. Gender-based violence (GBV), as well as femicide and homicide are much higher than global averages. 5 Other causes relate to the geography of the Caribbean and the inherent challenges of maritime security among multiple small islands which expose countries in the region to higher risks of narcotics trafficking, trafficking in people, and trafficking of arms.
• Climate change (both anthropogenic and natural hazards). Rising sea levels and more frequent and intense extreme rainfall events willthreaten communities in low-lying coastal areas and a significant number of major urban centres across the region. Food production in coastal areas is threatened, with knock-on effects on food security. Increasing temperatures will heighten the intensity and frequency of tropical cyclones. They will also increase the frequency of heatwaves, drought, and, paired with reduced net levels of precipitation, will even raise the risks of fires in the rainforests of Guyana, Suriname, and Belize. Water scarcity will become a significant challenge in multiple countries. The location of most population and infrastructure centres in coastal areas and the dependence on tourism and agriculture further compound vulnerabilities to disasters, environmental degradation and climate change.
• A system of governance that does not yet ensure equitable, fair, resilient, and just access to, and utilization of quality education, health, nutrition, social and care services, undermined at times by corruption and structural inequalities, including patterns of discrimination and xenophobia and in some cases a regressive tax system.
4 Azcona et al., 2020; ILO, 2020; ILO Office for the Caribbean, 2020
5 https://evaw-global-database.unwomen.org/en
• Data availability, robustness, transparency, and dissemination continue to be common challenges to measuring progress in the region and to focusing social policies on the most vulnerable. This poses major challenges for building inclusive societies through evidence based planning. Though significant progress has been made in data collection and collation at national level, notably reflected in the completion of Voluntary National Reviews of SDG progress in some countries, data gaps are extensive and investment in research limited. The absence of high-quality and timely data effectively precludes evidence-based policy and decision making at the government level and makes it harder for the United Nations and other development partners to provide relevant and specific support to those who need it most.
CHAPTER 2: UN DEVELOPMENT SYSTEM SUPPORT TO THE 2030 AGENDA
2.1. FROM CMCA TO COOPERATION FRAMEWORK PRIORITIES
The CMCA outlines several challenges to the fulfilment of the 2030 Agenda in the Caribbean as well as common underlying root causes. These are visualized in a comprehensive problem tree which can be found in Annex 5. From this, a ‘simplified solution tree’ was derived (see Figure 1 below), drawing from the five key dimensions of the 2030 Agenda (Planet, People, Prosperity, Peace, Partnership).
The solution tree was scrutinised and agreed upon in a regional workshop held on 21 May 2021, involving all potential signatory countries and territories as well as regional inter-governmental organizations (i.e., CARICOM, OECS). The workshop further highlighted areas where a solution at the regional level would be more effective, as well as intervention strategies to be adopted. The outcomes of this workshop were further elaborated by the UN results groups formed around the four key priority areas that had been identified (Economic Resilience and Shared Prosperity; Equality and Well-being; Resilience to Climate Change/shocks and Sustainable Natural Resource Management; Peace, Safety, Justice, and the Rule of Law). The priority areas represent long-term endeavours and, as such, are strongly aligned with the pillars of the first Multi-country Sustainable Development Framework for the Caribbean (2017-2021). However, the impact of the COVID-19 pandemic further revealed outstanding vulnerabilities, particularly in the economic realm. The analysis and subsequent prioritization process highlighted the role that the United Nations can play in supporting the region in transforming their economies towards more resilient and sustainable models.
2.2
Figure 1 - Simplified Solution Tree
THEORY OF CHANGE
The starting point for the development of a Theory of Change was to review regional and country level long-term development visions and add to them a UN perspective, both in terms of expected changes as well as considering the UN comparative advantages in this regional context.
The UN Regional Steering Committee undertook a visioning exercise based on the above and drafted a vision statement (see Box 1 UN Vision 2030). Through consultations with national and regional stakeholders, these aspirational statements were translated into specific proposed outcomes for the period 2022-2026. In some countries, civil society organizations and private sector were consulted at national level to validate the outcomes and inform their underpinning theory of change.
Achieving an inclusive, sustainable and full recovery from COVID-19 in the Caribbean (with full awareness that the pandemic at time of writing is still not over and will continue to represent a significant challenge), whilst re-setting a course towards the achievement of the SDGs will mean restructuring economic systems, boosting employment, building resilience to future shocks (in partic
Caribbean Economic Review and Outlook 2024 - 2025 | Caribbean Development Bank Skip to main content Caribbean Economic Review and Outlook 2024 - 2025 Downloads Download PDF Summary The Caribbean economy, excluding Guyana, expanded at a moderate pace, buoyed by steady global growth of 3.2%2 , led by ...
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Caribbean Economic Review and Outlook 2024 - 2025 | Caribbean Development Bank Skip to main content Caribbean Economic Review and Outlook 2024 - 2025 Downloads Download PDF Summary The Caribbean economy, excluding Guyana, expanded at a moderate pace, buoyed by steady global growth of 3.2%2 , led by the United States of America (US}, the region's main trading partner. Regional real gross domestic product (GDP) grew by 1 .7%, supported by the continued expansion of tourism services and increased commodity production. However, the overall picture is nuanced, with economic performance varying across the Borrowing Member Countries (BMC), as they encountered a diverse array of opportunities and challenges. Several BMCs grappled with setbacks, most notably with the impact of Hurricane Beryl laying bare the region's high vulnerability to natural hazards. Four BMCs, including Haiti, remained below their pre-pandemic output levels, with Haiti's ongoing instability continuing to hinder economic progress. In contrast, Guyana achieved extraordinary growth, expanding at a rate of 43.5%, fuelled by the continued expansion of oil production. Looking ahead, regional growth will remain moderate. Excluding Guyana, the Caribbean economy is projected to expand by 2.5% in 2025, but prospects vary across countries, with some anticipating a more robust expansion than others. Tourism and construction activity are expected to remain key drivers of growth. The fiscal and debt position is expected to improve further and continue to support economic growth and stability. However, some countries that are scaling up public investment or with scheduled general elections are expected to face heightened expenditure pressures. Many governments will continue to face constraints from limited fiscal space and risks to fiscal and debt sustainability, notwithstanding, fiscal responsibility frameworks in several countries should help maintain sustainable fiscal outcomes. The outlook is shadowed by the potential escalation of geopolitical tensions, a slowdown in major export markets, and possible disruptions to global trade flows resulting from the surge in protectionist policies, as well as the recurrent threat of natural hazards. Note: The data presented in this report was accessed and analysed before February 21, 2025. More recent data may have become available since then. All estimates for 2024 are preliminary. Table of contents Foreword Notes Country Abbreviations Executive Summary Economic Review BMC Economic Performance Labour Market Developments Inflation and Price Dynamics Fiscal and Debt Performance External Sector Performance Financial Sector Performance BMC Outlook and Key Risks Development Imperatives Optimising Trade Connectivity and Logistics for Growth Statistical Appendix Related NEWS & EVENTS News Dec 13, 2012 St. Lucia to Receive Additional Hurricane Tomas Recovery Financing from CDB News Dec 8, 2016 CDB approves GBP13.9 mn grant to rehabilitate road network in Antigua and Barbuda Events Mar 1, 2017 VYBZING 2017
### Caribbean Development Dynamics 2025
## Caribbean Development Dynamics 2025
This work is published under the responsibility of the Secretary-General of the OECD and the Inter-American
Development Bank (IDB). The opinions expressed and arguments employed herein do not necessarily reflect the of...
Private Sector Strategy 2023-2028 | Caribbean Development Bank
Private Sector Strategy 2023-2028
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Summary
The new Private Sector Strategy (PSS) 2023-2028 seeks to expand on and deepen the private sector development aspects of the Private Sector Development Policy and Strategy (PSDPS) 20...
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Private Sector Strategy 2023-2028 | Caribbean Development Bank
Private Sector Strategy 2023-2028
Downloads
Summary
The new Private Sector Strategy (PSS) 2023-2028 seeks to expand on and deepen the private sector development aspects of the Private Sector Development Policy and Strategy (PSDPS) 2017-2020,
The new CDB PSS has two objectives. The first is to enhance private sector ecosystems in Borrowing Member Countries (BMCs) to facilitate the development of dynamic and internationally competitive, high-growth firms. This will lead to higher incomes and increased economic resilience at both the national and regional levels. The objective to enhance BMC ecosystems is based on a new relationship with the private sector, not only in terms of increased CDB support but also as a key partner in the region’s development. Fostering this new expanded partnership with the private sector is a second objective of the PSS.
Table of contents
Executive Summary
1. Context and Rationale
2. Private Sector Strategy 2023-2028
3. Private Sector Strategy Implementation
Appendices
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Building Economic Solidarity: Caribbean ROSCAs in Jamaica, Guyana, and Haiti --> --> --> Advanced search Browse Econ Literature Working papers Journals Software components Books Book chapters JEL classification More features Subscribe to new research RePEc Biblio Author registration Economics Virtua...
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Building Economic Solidarity: Caribbean ROSCAs in Jamaica, Guyana, and Haiti --> --> --> Advanced search Browse Econ Literature Working papers Journals Software components Books Book chapters JEL classification More features Subscribe to new research RePEc Biblio Author registration Economics Virtual Seminar Calendar ConfWatcher NEW! Printed from https://ideas.repec.org/h/pal/pfschp/978-1-137-60047-9_5.html My bibliography Save this book chapter Building Economic Solidarity: Caribbean ROSCAs in Jamaica, Guyana, and Haiti In: The Black Social Economy in the Americas Author & abstract Download 2 Citations Related works & more Corrections Author Listed: Caroline Shenaz Hossein (York University) Registered: Abstract Caribbean women create rotating savings and credit associations (ROSCAs) to take care of the need of their communities when commercial banks and formalized financial alternatives fail to do so. Informal banking collectives are important because they are inclusive, locally driven institutions to meet the livelihood needs of people, particularly women. In this chapter, it shows the various ways that the Black women participate in the social economy through self-managed groups, called ROSCAs. This chapter examines five country cases in Jamaica, Trinidad and Tobago, Grenada, Guyana, and Haiti to show how ROSCAs not only build savings, community relations but also enable people to access large lump sums of cash to invest in their businesses. The Banker ladies are upholding ancient African traditions of collectivity to increase savings and to allow for lending opportunities. Suggested Citation Caroline Shenaz Hossein, 2018. " Building Economic Solidarity: Caribbean ROSCAs in Jamaica, Guyana, and Haiti ," Perspectives from Social Economics , in: Caroline Shenaz Hossein (ed.), The Black Social Economy in the Americas , chapter 0, pages 79-95, Palgrave Macmillan. Handle: RePEc:pal:pfschp:978-1-137-60047-9_5 DOI: 10.1057/978-1-137-60047-9_5 as HTML HTML with abstract plain text plain text with abstract BibTeX RIS (EndNote, RefMan, ProCite) ReDIF JSON Download full text from publisher To our knowledge, this item is not available for download . To find whether it is available, there are three options: 1. Check below whether another version of this item is available online. 2. Check on the provider's web page whether it is in fact available. 3. Perform a search for a similarly titled item that would be available. Citations Citations are extracted by the CitEc Project , subscribe to its RSS feed for this item. as HTML HTML with abstract plain text plain text with abstract BibTeX RIS (EndNote, RefMan, ProCite) ReDIF JSON Cited by: Julie-Marthe Lehmann & Peer Smets, 2020. " An innovative resilience approach: Financial self-help groups in contemporary financial landscapes in the Netherlands ," Environment and Planning A , , vol. 52(5), pages 898-915, August. Sedai, Ashish Kumar & Vasudevan, Ramaa & Alves Pena, Anita, 2021. " Friends and benefits? Endogenous rotating savings and credit associations as alternative for women’s empowerment in India ," World Development , Elsevier, vol. 145(C). More about this item Statistics Access and download statistics Corrections All material on this site has been provided by the respective publishers and authors. You can help correct errors and omissions. When requesting a correction, please mention this item's handle: RePEc:pal:pfschp:978-1-137-60047-9_5 . See general information about how to correct material in RePEc. If you have authored this item and are not yet registered with RePEc, we encourage you to do it here . This allows to link your profile to this item. 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