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Investment Profile

Sweet Spot

If industrial diversification is key to a healthy economy, Trinidad and Tobago (T&T) are doing just fine. According to a December 2014 report by Hamel-Smith for Lex Mundi, a global network of independent law firms, T&T enjoys the most industrialized and diverse economy of any of the English-speaking Caribbean nations. And the current lull in the energy industry has turned the spotlight on other sectors, like agriculture, and companies like the Trinidad and Tobago Fine Cocoa Company.

Chocolate in Paradise

Ashley Parasram might be the luckiest fella in T&T. “When someone asks what I do and I tell them I make chocolate, the glow on their face is wonderful,” he says. “It’s like I’m Willy Wonka.” The director of the Trinidad and Tobago Fine Cocoa Company, Parasram is working to invigorate a traditional sector of the T&T economy — cocoa production — from growing, processing and manufacturing, to exporting.

Thanks to a reviving global economy, Parasram has chosen a good time to invest in cocoa production, according to a June 2014 report by business consultants KPMG. Luxury chocolate buyers, particularly in India, the Middle East and China, are driving production. “The outlook for the world’s chocolate industry is brighter than it has been for eight years,” reads the report. “Euromonitor predicts the industry will enjoy a 6 percent rise in revenues in 2014, delivering record global revenues of $117 billion. This robust performance is driven by a 2.1 percent increase in volume, reflecting a growing appetite for chocolate in emerging markets.”

Parasram plans to capitalize on a growing demand for luxury chocolates. “There’s a strong market for fine flavored cocoa in Europe coming from people wanting to experience unique items,” he says. “Our market is built around people who will pay a premium for a very high quality product that is processed, branded and marketed in the best possible way.” He’s already partnering with retailers like Harrod’s in London to sell the premium chocolates. To date, Parasram has invested close to $750,000 and will hire 15 to 20 workers by the time the facility opens in July 2015. “This is for a factory that will produce approximately 50 metric tons (55 tons) of chocolate, annually,” he says. “And the numbers will grow.”

An Affirmative Answer to the Talent Question

T&T’s business climate is aided by a stable, market-driven economy, thriving and welcomed foreign investment and a number of incentives such as grants for non-energy manufacturing and service businesses for research and development.  

Incentives aside, location specialists say the available workforce is the make-or-break factor in corporate site selections. T&T more than answers that question through the On-The-Job-Training (OJT) Programme offered through the Ministry of Tertiary Education and Skills Training (MTEST). The OJT initiative offers work-based training for entry level and other workers, age 16 to 35, and a reimbursement of up to 60 percent of the wages of qualified employees for two years. Importantly, OJT programs are available in sectors including agriculture, airports, culinary, digital, engineering, environment, global business, health and media. Job-seekers gain practical experience in their chosen field while companies are assured of finding employees who are ready to work on day one.

T&T’s business climate is aided by a stable, market-driven economy.

It’s an issue that Parasram also wrestles with. “Laborers that work on the cocoa estates can’t really be described simply as ‘laborers,’” he says. “A person harvesting cocoa really needs to know what they’re doing and what to look for in terms of disease, pests, how to harvest, prune and manage the plants. It’s a bit like a vineyard owner caring for his grapes. You can’t oversimplify the expertise and knowledge it takes to produce fine cocoa.” Parasram and others in the industry are collaborating to build a group of experienced, well-trained technical assistants who can work in that capacity and build a workforce ecosystem in cocoa plant management.

Assistance from economic development organizations like Invest TT plays an important role, he adds. “They genuinely want to support the cocoa sector and this initiative,” he says. “InvesTT has provided practical logistical support and contact with the appropriate agencies and individuals. They’re quite happy to think outside the box and find innovative ways of doing things.”

This Investment Profile was prepared in collaboration with InvesTT. For more information on InvesTT, visit the website at www.investt.co.tt or call +1 868 638-0038.

Life Sciences

Sweet Spot

by Adam Bruns

Novo Nordisk’s products have come a long way over the years.

Photos courtesy of Novo Nordisk

In 1921, insulin was discovered by the University of Toronto’s Dr. Frederick Banting and his student assistant Charles Best. By the time Banting and his boss John Macleod received the Nobel Prize for the discovery in 1923, two companies were off and running to produce it: Eli Lilly in North America, and Nordisk Insulinlaboratorium in Denmark.

Lars Rebien Sørensen is president and CEO of Novo Nordisk.

The two firms have become global giants since then, egged on by the march of diabetes worldwide as well as diversification into other therapeutic areas such as human growth hormone and clotting factors. Today, Novo Nordisk — the result of the merger of Novo and Nordisk 25 years ago — employs more than 41,000 in 75 countries, and may be poised to increase its investment in North America, where it already employs 6,465 people (more than 5,000 of them in the US).

During a panel discussion last week at the SelectUSA Investment Summit in Prince George’s County, Md., Lars Rebien Sørensen, president and CEO of Novo Nordisk, said the company historically has manufactured in the US purely for domestic use, “but we are standing at a crossroads to make a significant investment in the United States to move ingredient manufacturing.”

Novo Nordisk has invested in insulin manufacturing expansions and upgrades at this site in Clayton, N.C., five times since 2000, according to Site Selection’s New Plant Database.

Photo courtesy of Novo Nordisk

Officials at the company’s US headquarters in New Jersey reached this week were unable to confirm whether an active site selection process is underway. But Sørensen last week was able to confirm why he thinks the US is ideal.

Noting that all the company’s processes and product development are global in nature, nevertheless, he said, “Manufacturing in the US for us is easier for the US market because of the understanding of the regulatory environment, and the highly educated engineering staff required for our manufacturing is located here. By continuing to invest in the United States, we assure ourselves of staying ahead.”

Since 2000, Site Selection has tracked five different investments in insulin manufacturing at Novo Nordisk’s facility in Clayton, N.C. The company’s growth trajectory has also included R&D investment in North Brunswick, N.J., and a new $225-million US headquarters that opened in Plainsboro, N.J., in April 2013. Reflecting Novo Nordisk’s expectations for continued growth in the U.S., the company’s initial plans were to occupy 75 percent of the building’s total capacity, leaving room for future expansion.

The Novo Nordisk Research Center in Seattle has been active since the early 1990s.

Photo courtesy of Novo Nordisk

The company has maintained an R&D facility in Seattle, Wash., since the early 1990s. Last September it cut just over 60 jobs there in closing an inflammation research center, then promptly announced it would create 60 jobs in a new obesity program. In October, the company began hiring up to 80 people at a newly purchased facility in West Lebanon, N.H., for the manufacture of products for the treatment of hemophilia in the US.

“We’re pleased to be bringing this site back to life, and make it a part of Novo Nordisk’s growing network of manufacturing sites,” said Steen Weber Jensen, corporate vice president, Novo Nordisk. “Our long-standing commitment to patients and families affected by hemophilia means we have to continuously improve how we supply our medicines, and this new site will give us new, vital capacity.”

Not Sitting Still

The company’s global portfolio is growing too, with a recently inaugurated corporate headquarters and further R&D investment in Bagsvaerd, Denmark; a $100-million manufacturing investment in Kaluga, Russia, announced in 2012; a $100-million R&D investment in Beijing, China, also announced in 2012; and a $400-million insulin manufacturing investment in Tianjin, China, announced in 2008, after initial investment there in 2003, when the company also announced insulin plants in Chartres, France, and Montes Carlos, Brazil.

Novo Nordisk announced a major R&D investment in Beijing in 2012, four years after a $400-million insulin manufacturing investment in Tianjin. China was the top world region for sales growth of the company’s products in 2014, at 13 percent.

Photo courtesy of Novo Nordisk

Sales in North America increased by 11 percent in 2014. Sales in China increased by 13 percent. The company is aggressively pursuing the Chinese market from a healthcare perspective as well as a supply perspective, announcing on World Diabetes Day last November 14 that Tianjin and Shanghai had joined the Cities Changing Diabetes initiative. They are the first Chinese cites to become part of the global partnership program, initiated in Mexico City in March 2014, followed by Copenhagen in Europe and Houston in November.

“It is my hope that by working in partnership through Cities Changing Diabetes, we can complement and support the cities’ objective to reduce the growing type 2 diabetes burden and tackle this urgent problem,” said Sørensen last November.

Speaking last week in Maryland, he also spoke of partnerships, and of why the US, again, is the place to be.

“We need to develop products for the global market,” he said. “It’s a very regulated business, and at each step of the innovation cycle, we harness the creativity of small companies and academia. It’s a very rigorous global process. For pharmaceutical companies, it’s attractive in the US because, one, it’s the largest market, and two, it’s a regulated environment with transparent governance, and approval in the US goes a long way toward ensuring approval elsewhere.”