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When land dries up, trade feels it: Why ITC is at COP17

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When land dries up, trade feels it: Why ITC is at COP17

GENEVA, Switzerland, (ITC News) – Across the world, heat, drought and land degradation are becoming harder to ignore. Wildfires are destroying landscapes and livelihoods, rivers and reservoirs are shrinking, and water scarcity is putting pressure on communities, businesses and energy systems. In some regions, low river levels are already restricting shipping and pushing cargo onto more expensive transport routes.

Land degradation is not only an environmental issue. It affects how economies function.

Land supports agriculture, tourism, industry, water systems, biodiversity and many of the raw materials that feed into global value chains. When land is degraded, the effects can travel far beyond the place where the damage occurs.

This is the backdrop to UNCCD COP17, taking place in Ulaanbaatar, Mongolia, from 17 to 28 August 2026.

Often referred to as the Land COP, it is the main decision-making meeting of the United Nations Convention to Combat Desertification. Governments meet every two years to address desertification, land degradation and drought and agree on collective responses.

Why land matters for trade 

Many global value chains depend directly or indirectly on healthy land. Food and agriculture are the most obvious examples, but the connection goes further. Textiles, natural ingredients, construction materials, tourism and other sectors all rely on functioning ecosystems. Drought and land degradation can also disrupt water, energy and transport systems.

For small businesses, these shocks are hard to absorb. At the same time, small businesses are driving many of the solutions — from land restoration and water management to circular production and resource-efficient technologies.

But to scale, they need customers, finance, partners and enabling conditions.

That is why the International Trade Centre (ITC) is at COP17 with a delegation of entrepreneurs from the Youth Ecopreneur Programme (YECO).

Scaling solutions that already work 

YECO, a joint initiative of ITC and the UNCCD / G20 Global Land Initiative, supports young entrepreneurs running businesses that respond to environmental challenges.

The entrepreneurs attending COP17 are already operating across land restoration, circular production, sustainable agriculture and technology. They are not presenting ideas – they are scaling real businesses.

At COP17, they will engage with policymakers, investors and partners on what helps restoration businesses grow, where finance is still missing, and how to reach new markets.

Throughout the conference, the delegation will contribute to discussions on youth innovation, the business case for land restoration and the finance needed to scale restoration enterprises.

Want to join the conversation? Explore ITC’s COP17 event page to see where to find us and discover all sessions involving ITC and the YECO delegation.

Land, climate and biodiversity are connected 

The Land COP sits alongside the UN climate and biodiversity COPs. While their mandates differ, the challenges are deeply interconnected.

Climate change can intensify drought. Degraded land is more vulnerable to extreme weather. Healthy ecosystems support carbon storage, biodiversity and water regulation.

For businesses and communities, these links translate into disrupted supply chains, higher costs and greater uncertainty.

As the United Nations agency focused on small businesses and trade, ITC works with small businesses across developing and transition economies.

Land restoration is not only about restoring hectares. It is about protecting the natural systems economies depend on — and helping businesses with proven solutions reach the scale where they can make a difference.

Intercontinental Dominica Cabrits Resort & Spa Debuts Saltwood, a New Bistro-Style Dining Experience

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Intercontinental Dominica Cabrits Resort & Spa Debuts Saltwood, a New Bistro-Style Dining Experience

PORTSMOUTH, Dominica – InterContinental Dominica Cabrits Resort & Spa, a 131-room luxury resort surrounded by the natural beauty of Cabrits National Park, announces the opening of Saltwood, a new refined bistro-style dining destination that brings a fresh, elevated culinary experience to Dominica. Complementing the resort’s four outdoor pools, expansive Téya Wellness Sanctuary and collection of locally inspired culinary experiences, Saltwood introduces a carefully curated menu of bistro classics and premium specialties, paired with a sophisticated wine list and craft cocktail program in an inviting setting designed for leisurely afternoons and relaxed evenings.

“Saltwood represents an important evolution of the resort’s culinary journey, bringing together elevated bistro-style cuisine, thoughtfully selected ingredients and the warmth of Dominican hospitality,” said Ramy Haykal, General Manager at InterContinental Dominica Cabrits Resort & Spa. “Every element has been designed to create a sense of connection, inviting resort guests and the local community to gather over memorable food, engaging conversation and evenings that reflect the spirit of the destination.”

Saltwood’s menu brings together comforting favorites and locally inspired flavors. Highlights include Roasted Salmon en Papillote prepared with local herbs, fennel, lemongrass and coconut cream; Braised Beef Stew served in a rich dark rum gravy with mashed yam and roasted root vegetables; Baked Cordon Bleu featuring chicken breast stuffed with smoked ham and Emmental; and Chicken Parmigiana topped with Napolitana tomato sauce and melted mozzarella. The menu also offers freshly prepared sandwiches, signature tartines, savory pies, lasagna and premium steaks.

Guests can complete their meal with a selection of desserts, including a decadent toffee pudding and mascarpone-inspired specialties. Saltwood’s beverage program offers something for every palate, with cocktails, mocktails, fine wines, beers, premium spirits and soft beverages.

The opening of Saltwood marks another milestone for InterContinental Dominica Cabrits Resort & Spa as the property continues to expand its culinary experiences. The new restaurant joins the resort’s existing collection of dining venues, including Cabrits Market, Kwéyòl Restaurant and Rumfire Bar.

Saltwood is open Monday through Saturday from 5:00 p.m. to 11:00 p.m. The restaurant is closed on Sundays.

The currency of the digital economy is trust

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The currency of the digital economy is trust
    • Artificial intelligence may dominate today’s headlines, but technology alone will not determine its success. The digital economy ultimately depends on something far less visible: trust. It is trust that gives people the confidence to embrace innovation, allows businesses to invest and enables economies to work together across borders.

By Eduardo Pedrosa

For almost three months, I unknowingly paid a recurring charge that I believed was legitimate. It appeared on my credit card statement under a familiar-looking merchant name, raised no obvious red flags and blended into the dozens of transactions we make every month. Only when I looked more closely did I realise I had been the victim of an online scam.

Like many people, I consider myself reasonably careful online. Yet the experience was a timely reminder that in today’s digital economy, trust can be exploited just as easily as technology can be advanced.

That lesson stayed with me throughout APEC Digital Weeks in Chengdu last month.

Much of the week’s discussion centered on artificial intelligence (AI), data and the future of the digital economy. But beneath every conversation lay a much simpler question: how do we build digital systems that people can trust?

It is tempting to think of trust as something intangible. Yet it is every bit as important to the digital economy as roads are to trade or ports are to shipping. Without trust, people hesitate to share data, businesses delay investment and new technologies struggle to gain acceptance.

Innovation may move quickly, but adoption depends on confidence. In many ways, trust has become the invisible infrastructure of the digital economy.

Before AI had a name

Everyone seems to think the age of AI arrived overnight.

One day we were using the internet to search for information and send emails. The next, AI was writing reports, translating languages, supporting medical diagnoses and helping businesses make decisions. The pace of change feels extraordinary, and in many ways it is. But technological revolutions rarely begin on the day they capture public attention.

When APEC was established in 1989, few people imagined a world connected by smartphones, cloud computing or AI. Yet less than a year later, member economies created the Telecommunications and Information Working Group, recognizing that digital connectivity would become an increasingly important driver of economic development across the Asia-Pacific. Looking back today, that decision appears remarkably forward-looking.

The technologies have changed beyond recognition, but APEC’s underlying purpose has remained consistent, and that is to help economies use technology to strengthen growth, expand opportunity and improve people’s lives.

AI is not a departure from that journey. It is the latest chapter in it.

From connectivity to capability

The scale of the region’s digital transformation has been nothing short of remarkable.

When China last hosted APEC in 2014, just over half of people across the Asia-Pacific were using the internet. Today, almost 90 percent are online, representing nearly 1.2 billion additional people connected in just one decade.

That success also changes the conversation. For many years, the region’s priority was expanding connectivity. Today, connectivity is increasingly the foundation rather than the destination.

The next challenge is ensuring that those digital foundations translate into greater productivity, stronger public services and wider economic opportunity.

AI is already becoming part of that transition. Manufacturers are improving productivity. Doctors are gaining new tools to support diagnosis and treatment. Researchers are accelerating scientific discovery. Small businesses are reaching customers far beyond their local markets, while governments are exploring new ways to deliver more responsive public services.

The greatest impact of AI may not come through dramatic breakthroughs that dominate headlines. It may come through thousands of practical improvements that quietly make businesses more competitive, public services more effective and everyday life a little easier.

Trust is the real infrastructure

Yet as the conversations unfolded, another theme became impossible to ignore: data.

AI depends on data. The quality of its outputs, the reliability of its decisions and the confidence people place in it are all shaped by the quality, availability and responsible use of data. As AI becomes more capable, data is increasingly becoming the foundation on which digital innovation is built.

But data does not create value simply because it exists. It creates value when people and businesses have the confidence to share, use and exchange it responsibly. That means protecting privacy, strengthening cybersecurity, promoting transparency and building governance frameworks that encourage innovation while maintaining public trust.

Finding that balance will not look the same in every economy.

The Asia-Pacific is one of the world’s most diverse regions, with different legal systems, regulatory approaches and levels of digital development. Those differences are not obstacles to cooperation. They are precisely why cooperation matters.

Throughout its history, APEC has never sought to impose a single model. Instead, it has provided a platform where economies exchange practical experience, learn from one another and improve interoperability while respecting different domestic approaches.

That collaborative approach has helped the region navigate successive waves of technological change, and it will remain just as important as data becomes an increasingly strategic resource for the AI era.

Preparing for what comes next

One lesson stayed with me after our discussions in Chengdu.

When APEC established its telecommunications workstream in 1990, nobody was planning for generative AI. Nobody imagined smartphones would become powerful computers in our pockets or that data would emerge as one of the world’s most valuable economic resources.

Yet the institutions and relationships built over those years made it easier for economies to adapt as each new wave of technology arrived.

Thirty-five years from now, today’s technologies may seem just as primitive as fax machines and dial-up internet now appear to us. AI will continue to evolve. New technologies will emerge. New policy questions will replace those we debate today.

The real challenge, therefore, is not simply preparing for the next technological breakthrough. It is building the habits of cooperation that allow us to respond together when that breakthrough arrives.

Thinking back to my own experience of being scammed online, I realised that the lesson was never really about technology. The scam itself was enabled by technology. The solution, however, depends on trust.

Trust in secure digital systems. Trust in institutions. Trust that innovation can continue while people remain protected. Technology will continue to change, just as it always has. Trust must evolve with it.

If the past three decades have taught us anything, it is that lasting digital prosperity depends not only on innovation, but also on our willingness to cooperate, learn from one another and build confidence across borders.

That may prove to be APEC’s greatest contribution to the digital future of the Asia-Pacific.

  • Eduardo Pedrosa is the Executive Director of the APEC Secretariat. He is an expert on regional economic cooperation working on a diverse range of issues including trade, finance, digitalisation, climate change and structural reform.

Nokia ranked No. 1 for mobile core portfolio competitiveness in Omdia’s 2026 market landscape report  

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Nokia ranked No. 1 for mobile core portfolio competitiveness in Omdia’s 2026 market landscape report  
    • Recognition highlights Nokia’s leadership across all aspects of 5G core, with products that help operators modernize their networks for the AI era.

ESPOO, Finland – For the second consecutive year, Nokia has been ranked No. 1 for mobile core portfolio competitiveness in Omdia’s “Market Landscape: Core Vendors” report. The 2026 edition named Nokia a leader across all seven competitiveness categories: core portfolio breadth, cloud-native maturity, signaling, automation, core as a service, AI/ML and analytics, and implementations of other network functions.

The recognition reflects Nokia’s continued investment in mobile core technologies that help operators modernise their networks for the AI era. Recent deployments include the world’s first commercial mobile telco service based on 5G Core SaaS; Core SaaS Edge enabling local breakout for roaming subscribers; core network resilience solutions; telecom core modernisation programs, and mission-critical network upgrades supporting the IoT, rail and utilities sectors.

“Core networks are becoming the intelligence layer of modern communications, connecting cloud-native operations, AI-driven automation and application innovation,” said Kal De, SVP, Core Networks at Nokia. “This recognition from Omdia highlights the breadth and maturity of our portfolio across every major category operators are using to evaluate connectivity partners who can help them move toward more autonomous, resilient and programmable networks.”

“Nokia continues to distinguish itself as a technology leader in core networks, with advanced capabilities in categories spanning cloud native maturity, automation, AI/ML and analytics, and Core as a Service,” said Roberto Kompany, Principal Analyst, Mobile Infrastructure at Omdia. “These are no longer optional innovations but strategic requirements for telecommunication providers pursuing greater operational efficiency, service agility and monetisation opportunities. Nokia’s comprehensive approach demonstrates a deep understanding of both current operator challenges and the future direction of the telecom market.”

Omdia’s 2026 report expanded its assessment to 12 vendors while also updating category weightings to reflect evolving operator priorities, including increased emphasis on AI/ML and analytics capabilities.

Nokia’s core portfolio supports deployment models spanning private, public and hybrid cloud environments and helps operators simplify core operations through automation, AI-driven analytics, resilient architectures and network exposure capabilities. The company’s approach enables telecom providers and mission-critical enterprises to accelerate service innovation while reducing operational complexity and improving network agility.

Taiwan as a ‘Macro-City’ designed for chip manufacturing

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Taiwan as a ‘Macro-City’ designed for chip manufacturing

By Ryan Shih

Semiconductor chips may be the smallest manmade object in human history. The smallest production size of 2 nanometers matches the scale of human DNA. By the end of 2026, Taiwan will have five fabs capable of mass-producing 2nm chips, setting it apart from any other country. It is commonly believed that Taiwan’s chip manufacturing is the product of immense R&D investment and gigafabs. However, this view overlooks Taiwan’s 40-year spatial transformation, spearheaded by Taiwan Semiconductor Manufacturing Company (TSMC, 台灣積體電路製造公司). Indeed, in order to manufacture the world’s most advanced chips, the Taiwanese have had to design not just gigafabs, but also entire cities—and perhaps, their whole nation.

Take, for example, extreme ultraviolet (EUV) machines that employ lasers to produce cutting-edge microchips. Each EUV machine is the same size as a double-decker bus, and a single gigafab will install more than 60 to 80 of these machines. A Gigafab comprises a continuous cleanroom crisscrossed by skyway tracks delivering parts. Under the cleanroom is the sub-fab, housing mechanical, electrical, and plumbing (MEP) systems supporting the cleanroom. The sub-fab is double the size of the cleanroom itself. These dynamics contribute to the enormous scale of modern gigafabs.

Surrounding infrastructure presents an another challenge. Cutting-edge chips are time-sensitive products, and must be shipped to end customers as soon as possible. Robust transportation and logistics systems are therefore crucial to a given country’s chip manufacturing industry. Hence Taiwan’s chip fabs operate along a single transportation line running north to south on the island, connected to numerous ports and air cargo gateways. The global semiconductor industry is a cross-border operation, and Taiwan functions as a one-stop shop cluster that dominates the middle and end of the supply chain. Decades of infrastructure investments from the Taiwanese government have allowed TSMC to push its manufacturing to the limits. This process has created the single most efficient production city-island in the world.

How industrial planning and transportation made Taiwan a Powerhouse

Before TSMC transformed Taiwan into a global technology titan, the Taiwanese economy was highly reliant on a mix of light, labour-intensive manufacturing and state-backed heavy industries. During the 1970s and 1980s, multiple export processing zones (EPZs) were founded across Taiwan—combining industrial parks with free trade zones. For a city like Kaohsiung, the EPZ and petrochemical industries have shaped the entire cityscape. Whether visiting by rail or sea, a visitor would encounter a smoky, bustling harbor city that powered one of the fastest industrial expansions in modern history.

In this phase of industrialisation, Taiwan was divided into different areas according to economic function. Taipei served as the administrative and financial center, while power plants and factories with large land footprints were deployed to surrounding cities. Alongside a population boom and rapid urbanisation, Taiwan’s economic growth surged. It was also at this time that SMEs began to thrive and became the backbone of the Taiwanese economy.

From the longitudinal railway line (running from Keelung in the north to Pingtung in the south) and national highway system to the later completion of high speed rail (高鐵) in 2007, the major north-south transportation avenues not only changed Taiwan’s landscape but collapsed its entire western corridor into a single macro-metropolis. It was a modern revolution of time and space, enabling humans and supply chain to effortlessly flow across the island, thus establishing a vital lifeline for the fast-paced semiconductor industry.

As early as the 1970s, Taiwan realised that its labor-intensive industries, such as textile manufacturing, could no longer guarantee growth in a rapidly developing world. In order to develop high-tech industries, the government founded the Industrial Technology Research Institute (ITRI, 工業技術硏究院), an applied R&D organisation based in Hsinchu. In the 1980s, ITRI then empowered its director, Dr Morris Chang (張忠謀), to develop a next-generation industrial plan. Chang himself founded TSMC in 1987, in Taiwan’s first Science Park (科學園區) in Hsinchu. Indeed, the Hsinchu Science Park was the physical outcome of a study on the successes of Silicon Valley. Today, there are three main Science Parks: in northern, central, and southern Taiwan. The Science Parks form nodes in the island’s “Western tech corridor ” (西部科技廊帶) connected by several transportation arteries.

Today, Science Parks serve as spatial tools through which Taiwan has concentrated its infrastructure, talent, and production. TSMC plays the decisive role in planning. Its massive capital expenditure allows it to shape the development of Science Parks according to its needs. Its R&D center is currently located in the original Hsinchu Science Park in the north—which is also close to the geopolitical and policymaking center of Taipei. Meanwhile, it has scaled up production capacity in southern Taiwan through multi-billion-dollar investments. TSMC’s strategic planning has rendered southern Taiwan—including cities such as Chiayi and Tainan—into a “mega-cluster” for sub-2nm chip production and chip-on-wafer-on-substrate (CoWoS) packaging development.

How a Facility Shapes a City: TSMC’s Fab 18 as an example

TSMC Fab 18, located in the Southern Taiwan Science Park (STSP) in Tainan, is arguably the single most critical piece of industrial infrastructure on Earth. This is not just because of its massive financial value—the total investment in Fab 18 exceeds NTD 1.86 trillion (USD 57 billion), and the 3nm technology it produces may generate USD 1.5 trillion in half a decade. Rather, the physical scale of Fab 18 and associated infrastructure has shaped the landscape of southern Taiwan. TSMC broke ground on construction of Fab 18 in 2018. Commercial volume production at the fab began in early 2020 with the first wave of 5nm chips. Fab 18 combines a total of eight production phases for both the 5nm and 3nm chips, with a total site area sitting at nearly 100 hectares. The production phases employ an interconnected cleanroom with an automated skyway allowing silicon wafers to be transferred efficiently.

Gigafabs like Fab 18 resemble “vertical sandwiches,” featuring layers of engineering spaces. The cleanroom in the middle is the most important space, and features the highest concentrations of ASML extreme ultraviolet (EUV) lithography machines in the world. The cleanroom accounts for around 20-25 percent of total floor space. Beneath the cleanroom floor sits the massive sub-fab (containing MEP systems) that represents the biggest single functional space in the gigafab architecture. Counting the various floor layers together—including the cleanroom, sub-fab, and others—the total interior square footage reaches 410,669 square meters (about 77 American football fields).

The massive scale of Fab 18 results in a high demand for water and electricity, and has challenged the infrastructure of the host city of Tainan—particularly since the Southern Taiwan Science Park is located in an agricultural area. Rather than letting Fab 18 drain freshwater from local reservoirs, developers built a water reclamation network for the Science Park, and a wastewater treatment center is located next to Fab 18. The water management system allows Fab 18 to essentially use each drop of water 3.5 times before disposal. In response to rising energy demands, the city of Taiwan has accelerated renewable energy development, especially in solar energy.

Fab 18 is estimated to employ 14,000 workers. The site does not just create jobs but also spatial effects. It has boosted real estate values in nearby towns like Xinshi, Shanhua, and Anding, and also spawned a massive commuter corridor stretching from the site to Tainan City center and beyond. The Tainan local government has not only sought to expand major roadways but also build public transit, since most commuters rely on scooters and private cars. Commuter trends create an idiosyncratic culture. Entry-level engineers will buy a house in nearby towns because they must frequently respond to sudden call-ups when problems arise, and senior professionals will move closer to downtown Tainan where they can maintain families or more stable lifestyles—yet they must also commute further for work.

Beyond fabs, the semiconductor industry has noticeably shaped logistical infrastructure in Taiwan. Because cutting-edge semiconductors must reach customers quickly or else snag manufacturing lines, upgrades have been essential. Since the 1990s, Taiwan has maintained a goal of becoming the Asia-Pacific region’s operations center. Because of AI-driven demand for Taiwan’s chips, air transshipment centers have appeared at Taoyuan International Airport. The airport will complete its Terminal 3 in 2027, and a new runway is slated for operation in 2032. The new infrastructure will accommodate more advanced logistics centers within the airport’s free trade zone. The Taoyuan airport expansion illustrates a “virtuous cycle” wherein expanding semiconductor exports fosters more advanced logistical infrastructure—which in turn allows for greater exports.

Balancing efficiency and livability 

Over the past century of rapid spatial modernisation, Taiwan has transformed from an agrarian society into a silicon manufacturing hub. While this evolution has generated massive fortunes for those involved, and established a foundation for national security, it has also left undeniably negative effects on Taiwan’s lived environment. Many employees work non-stop inside monolithic, isolated industrial compounds. Although planners have made improvements through architectural and landscape design—such as next-generation “green fabs” that will aim not just for carbon capture but also healthier working conditions—these measures cannot counter the reality that life inside Taiwan’s Science Parks is deeply dichotomous: split between a rigid, grid-like campus and an organic, sometimes chaotic urban environment.

Italian architecture theorist Aldo Rossi said: “The city is the biggest man-made object in the world.” To Rossi, the city was not a random collection of buildings or a passive backdrop to economic activities. Through this lens, Taiwan has successfully transformed itself into a highly efficient and unified man-made artifact. The west coast of Taiwan is one of the most important tech corridors in the world, and this “macro-city” has been designed to process silicon at a global scale, far beyond people’s imagination. Yet there remains another layer in this landscape transformation process: memory. At the center of Southern Taiwan Science Park is a grand building clad in stone. It is the Museum of Prehistory, dedicated for the artifacts discovered by construction teams when the Science Park was built. This chiseled, onyx structure reminds us that this silicon island still wants to be remembered for other things, besides just industrial efficiency.

Conclusion

Over decades of continuous infrastructural investment, Taiwan has harnessed spatial organisation in order to compete in global trade. When conceptualising Taiwan’s comparative advantages in semiconductors, take note that the island’s strengths are not only technological—they are geographical, institutional, and infrastructural. That is what makes Taiwan’s experience in spatial management valuable to other countries.

Indeed, the key lesson Taiwan can provide spatial planners is not its specific orientation of transport networks or Science Parks, but rather how it has adapted rather disadvantageous territory to support its semiconductor industry. Taiwan is a narrow island divided by mountains, yet it has adjusted to this geography by constructing a north-south corridor connecting all of its manufacturing and trade infrastructure. For policymakers, Taiwan’s lesson in spatial management is the requirement to understand one’s geographical canvas and to bridge local nodes and the global supply chain.

Policymakers should be aware that different locations confer their own advantages. For instance, in the emerging semiconductor cluster in less-populated Arizona, a high-volume transportation system can be planned when developers first come in. Early planning would greatly enhance future standards of living. And in Kumamoto, where TSMC jointly operates another fab, how the facility productively complements the city’s legacy industry cluster will be another important consideration.

As other countries seek partnerships with TSMC to cultivate native semiconductor industries, they will inevitably ask the planning questions that have preoccupied Taiwan for decades. Therefore, Taiwan is not only exporting semiconductor manufacturing, but an entire model of spatial organisation.

The main point: Taiwan’s semiconductor success is not just a result of technology or capital investment, but the outcome of decades of continuous spatial transformation. By integrating Science Parks and advanced gigafabs across its western transport corridor, Taiwan has become a hyper-efficient, island-sized production system. As TSMC expands globally, Taiwan is exporting not only chip manufacturing, but an entire model of spatial organisation.

The Chinese companies doing mass surveillance for hire

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The Chinese companies doing mass surveillance for hire

By Global Taiwan Institute

WASHINGTON, USA – In Season 7, Episode 3 of Global Taiwan Insights, Ben Sando interviews Dr Brett Benson, Associate Professor of Political Science at Vanderbilt University, on his groundbreaking research into Chinese companies selling mass surveillance services to the Chinese Communist Party (CCP).

Using leaks from two Chinese firms—Golaxy and Geedge—Benson has shed light on a private industry leveraging artificial intelligence to conduct massive surveillance of citizens in China, Taiwan, the United States, and around the world.

Dr Benson discusses how such Chinese companies are not only marketing their services to the CCP, but also to authoritarian governments beyond China’s borders.

Listen to this episode here. 

St Lucia police say allegation against Richard Frederick ‘not sustained’

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St Lucia police say allegation against Richard Frederick ‘not sustained’
    •  Prime Minister Philip J Pierre to decide if Richard Frederick will continue as a cabinet minister, following vacation leave August 27.
    • “At any point where any information in regard to the allegation surfaces, because the allegation is one of an indictable nature. That means whether it’s 10 or 20 years from now or 50 years from now, the RSLPF – will still be able to investigate that. But as we stand now – the matter has not been sustained at all,” says Police Commissioner Garde.

By Caribbean News Global

CASTRIES, St Lucia – At the press conference of the Royal Police Saint Lucia Police Force (RSLPF), August 19, 2026, Commissioner of Police Verne Garde said, in reference to the Richard Frederick matter, that, “An allegation was made. We looked into the particular allegation, and the allegation was ‘not sustained.’’ 

Commissioner Garde is not a judge in a court of law to rule in the understanding of “Sustained” vs. “Overruled.”

To be clear, in a substantive report or investigation, ‘not sustained’ means an investigator(s) looked at the facts and determined that there was not enough proof to say for sure if the rule of law was broken or not broken. In addition to that, the allegation is neither proven nor disproven. It also means the investigator cannot prove the accused person is innocent. The word inconclusive can also be attributed. The next step is usually the end of official review, and no action is taken.

A legal investigator noted:

“Matters that ascended to the arrest of minister Frederick on July 2 and the subsequent investigation, including comments by Commissioner Garde, on August 19, 2026, are relevant for discussion in many aspects of law, communication and regulation.”

According to Commissioner Garde:

“A senior government official, in the person of Richard Frederick, was arrested on that particular day [July 2],” Garde continued. “I did give instructions for the matter to be continually investigated so that we could get all the facts in the matter.

“An allegation was made. We looked into the particular allegation, and the allegation was ‘not sustained.’’

A reporter queried: Are you in a position to tell us what the allegation is and what the recommendations by the investigating officer are?

“I am not in a position to say what the allegation is,” said Commissioner Garde, citing the constitution and the Criminal Code of Saint Lucia […]. Besides, the commissioner stated: “Based on all of the investigations which we did, which is quite voluminous, we were not able to sustain the allegation.”

“At any point where any information in regard to the allegation surfaces, because the allegation is one of an indictable nature. That means whether it’s 10 or 20 years from now or 50 years from now, the RSLPF – will still be able to investigate that. But as we stand now – the matter has not been sustained at all,” says Commissioner Garde.

 Privilege and immunity

Members of cabinet and parliament are subject to criminal law, except in respect of words spoken or acts done in the context of a parliamentary proceeding.

No one is above the law!

Parliamentary privilege protects members of parliament only during their official duties. Thus, in the exploits of special privileges and immunity for members, the intention is to give members certain exemptions from the law to properly execute their responsibilities. Consequently, if members are charged with infringements (of the law), they must abide by due process of law.

The political

In a parliamentary democracy, a minister can be stripped of a ministerial portfolio immediately upon being charged and/or under serious police investigation. Cabinet ministers globally have resigned and/or been fired on suspicion of sexual misconduct or corruption allegations in public office.

Prime Minister Philip J. Pierre can fire or transfer any ministers at any time of his choosing and under any circumstances. He now has to decide whether minister Frederick will continue as a cabinet minister. He has the absolute authority to choose members of his cabinet.

Speaking at his annual general meeting of the Castries East SLP Constituency Group, August 16, 2026, Prime Minister Pierre, stated:

“In the cabinet, the prime minister makes decisions as to who sits there. In the party, the Saint Lucia Labour Party (SLP) makes decisions as to who is there.” Prime Minister Pierre also reiterated that he “will not condone any wrongdoing,” affirming:

“Any minister who is proven to be involved in corruption, I will fire them – and pay for it politically,” Prime Minister Pierre continued. “Because I prefer to leave a government intact, a government with integrity, a government that sees about the people of this country, than be prime minister of this country.”

Under the microscope?

Subject to the prime minister’s decision to stay the course, cabinet and parliament may remain as is and/or with modifications.

If minister Frederick is not reinstated on August 28 as a cabinet minister, it is his prerogative to decide on his resignation as a member of parliament. This would trigger a by-election. In the interim, his status as an independent, or dependent Labour (SLP) backbencher in parliament, makes for a thought-provoking dialogue.

People First: Building capacity to fight corruption

On July 2, 2026, Richard Frederick was detained by the Royal Saint Lucia Police Force (RSLPF), and subsequently released pending active investigation.

On July 2, 2026, the government of Saint Lucia was notified that Frederick, “had been detained for questioning as part of an ongoing matter and subsequently released. As this remains an active process, we will not comment on issues that may prejudice or interfere with any lawful process,” the Office of the Prime Minister (OPM), said.

On July 24, OPM announced that minister Fredereick “has proceeded on annual vacation leave until 27 August 2026.”

Richard Frederick’s abrupt vacation makes next steps easier

Following Frederick’s alleged entanglement with the RSLPF, there has been a flurry of allegations and public advocacy Re: Allegations regarding misuse of funds, Saint Lucia Social Development Fund (SSDF).

St Lucia – Taiwan funds referenced in letters regarding SSDF cheque scandal, police investigation

Saint Lucia Social Development Fund (SSDF) produced an audited statement 2017/18 financial year, completed in March 2023 by the Philip J. Pierre administration.

SSDF audit outstanding for [last] 7 years

Caribbean News Global (CNG) article July 27, 2026, referenced:

“Will there be a backbencher in parliament with no government office, cabinet position, or opposition leadership role?

“What will a parliament transformation feel like: 15 – 1 – 1?

“The die is cast! A “pound of flesh” is sizzling! No word on the preferred juiciness levels of well done, medium or rare! The sound of Donald Trump can be picked up, but preferably shunned – You’re Fired!”

August 16, 2026 – SSDF will continue Prime Minister Pierre accentuated:

“No man will hold me to ransom,” he added: “No man will put this country in any position because I want to be prime minister. No, never!”

SLP loyal supporters were jubilant at their member of parliament and prime minister Pierre’s emphatic declaration:

“ The SSDF will continue – and we will do what we have to do to ensure that the SSDF continues.”

August 19, 2026, Commissioner Garde says allegation against minister Richard Frederick, ‘not sustained.’

Impacts of demographic changes in Latin America and the Caribbean – ECLAC reports

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Impacts of demographic changes in Latin America and the Caribbean – ECLAC reports
    • A new ECLAC document recommends leaving behind fragmented short-term responses and adopting policies that fit the new demographic reality facing the countries of the region.

SANTIAGO, Chile – Latin America and the Caribbean is facing an unprecedented demographic situation, with declining fertility, population ageing, the transformation of family structures and complex international migration all occurring against a backdrop of persistent inequalities and weakening social mobility and cohesion, associated with gaps in institutional quality and ineffective governance, according to a new report by the Economic Commission for Latin America and the Caribbean (ECLAC).

The document Impacts of Demographic Change in Latin America and the Caribbean: Public Policy Challenges and Options, prepared by ECLAC and the United Nations Populations Fund (UNFPA), analyzes the social and economic impacts of demographic change on the region and is intended to provide input to improve countries’ public policies, in line with the Montevideo Consensus on Population and Development and with a view to ensuring the full integration of population dynamics into sustainable development with equity and respect for human rights.

The report was presented by José Manuel Salazar-Xirinachs, executive secretary of ECLAC, and Simone Cecchini, chief of the Latin American and Caribbean Demographic Centre (CELADE)-Population Division of ECLAC, during the Sixth Session of the Regional Conference on Population and Development in Latin America and the Caribbean, which will continue through August 20 in Montevideo, Uruguay.

The document emphasizes that demographic transition is redefining key conditions for development, planning and education, as well as for the sustainability of social protection, health and care systems.

“In regional context of unprecedented declines in fertility and population ageing, persistent inequality and weak social cohesion, efforts must be made to develop public policies that respond to the new demographic realities of Latin America and the Caribbean and can address the challenges involved in building more productive, inclusive and sustainable societies, leaving no one behind,” stated the executive secretary of ECLAC.

Among its most relevant findings, the report highlights the global fertility rate, which reached replacement level in 2015 and was 1.8 children per woman in 2024, meaning Latin America and the Caribbean had the third-lowest fertility rate in the world. However, its adolescent fertility rate (50 births per 1,000 women aged 15–19), reflects education gaps and socioeconomic and territorial inequalities that leave the population in a situation of greater poverty.

Population ageing represents the most radical change to the region’s demographic structure. By 2050, people aged 60 and over are expected to account for 25 percent of the total population (approximately 182 million people). A parallel process known as the “ageing of ageing” is also in effect, wherein the population aged 80 and over is experiencing even more accelerated growth than the rest of the age group. This, together with a preponderance of women and higher levels of dependency in this group, increases demand with regard to pensions, health, care and specialised support services.

The report indicates that declining fertility and increased longevity are associated with the closure of the window of opportunity presented by the demographic dividend. Regional average projections indicate that this dividend will conclude in 2028— the point at which the working-age population will stop growing faster than the dependent population. To compensate for this new age structure, the countries of the region will need to address the challenge of boosting women’s labor participation, substantially increasing labor productivity and fundamentally restructuring their own economic development to compensate for this new age structure.

Family structures have also been profoundly transformed, with average household size shrinking from 4.3 people to 3.3 people between 2000 and 2024. In addition, household types have diversified: the traditional two-parent model has lost relative weight, while single-person households have nearly doubled, and single-parent households (primarily headed by women) have increased considerably. Income level is a factor in this trend, given that small and single-person households are more prevalent in the richest quintiles.

The document also points out that urbanisation has become a consolidated trend (in 2026, the urban population reached 82 percent of the total) and international migration flows have increased in number and complexity. Although regional net migration is negative, intraregional migration has grown exponentially, driven primarily by flows of Venezuelan citizens. These migration flows have a critical demographic impact in destination countries with older age structures, as the arrival of young people can temporarily moderate population ageing and increase births.

According to the report, falling birth rates will likely reduce the school-age population by approximately 38.3 million people by 2050. This new demographic reality presents a historic opportunity to adopt a new education planning approach that redirects resources towards improving the quality and equity of education systems and teacher training. Equally, it is important to move towards lifelong learning models that include older persons.

“It is necessary to leave behind fragmented short-term responses and adopt public policies that fit the new demographic reality facing the countries of the region (…) The Montevideo Consensus offers a framework for progress in this direction, centered on human rights, gender equality, reproductive autonomy, the care society, social participation and the effective inclusion of historically excluded and discriminated groups and peoples,” the document concludes.

Guyana accelerates gas-to-energy strategy with latest power project milestone

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Guyana accelerates gas-to-energy strategy with latest power project milestone
    • Following Siemens Energy’s appointment to operate Guyana’s 300 MW combined-cycle power plant, Caribbean Energy Week 2027 will examine how the wider Gas-to-Energy project is leveraging natural gas to strengthen energy security, support industrial development and unlock new investment opportunities

GEORGETOWN, Guyana – The appointment of Siemens Energy as operator of Guyana’s flagship 300 MW combined-cycle power plant marks a major milestone in the country’s broader Gas-to-Energy (GtE) project, which is designed to transform offshore natural gas resources into reliable, affordable power and support long-term economic development. Announced in June 2026, the agreement advances one of the Caribbean’s most ambitious energy infrastructure initiatives, positioning natural gas as a catalyst for energy security, industrialisation and a more diversified energy mix. The power plant, supplied by natural gas from the ExxonMobil-operated Stabroek Block, is expected to begin operations in early 2027.

The 300 MW facility represents one component of the wider GtE development, which also includes a Natural Gas Liquids facility and upgraded transmission infrastructure supplied by gas from the Liza field. Together, these interconnected assets are expected to double Guyana’s electricity generation capacity, reduce electricity costs by approximately 50 percent, improve grid reliability, reduce dependence on imported liquid fuels and create the foundation for a domestic gas value chain capable of supporting industrial expansion, attracting new investment and strengthening national competitiveness.

The project also represents a cornerstone of Guyana’s broader Low Carbon Development Strategy 2030, which integrates responsible natural gas development with renewable energy expansion to create a cleaner and more resilient energy system. Speaking in January 2026, prime minister Mark Phillips described natural gas as “a reliable, efficient, and lower-emitting source of energy” capable of meeting the country’s rapidly growing electricity demand while supporting long-term sustainable development.

Guyana is already planning the next phase of its gas development strategy through the proposed Berbice GtE project in Region Six, targeted for completion by 2030. The facility is expected to expand domestic gas utilisation, strengthen Guyana’s gas value chain and unlock new opportunities for engineering companies, technology providers and local businesses.

Continued upstream investment is also ensuring sufficient gas resources to support Guyana’s growing domestic market. ExxonMobil is advancing the Longtail development, which will combine the Longtail, Tripletail and Turbot discoveries into one of Guyana’s largest offshore gas projects. The development is expected to produce approximately 1.5 billion cubic feet of gas per day alongside 290,000 barrels of condensate per day over an estimated 30-year operating life, supported by a FPSO vessel with storage capacity of two million barrels.

Meanwhile, exploration campaigns such as the Barreleye-3 well, running through August 2026, continue to target additional discoveries that could further expand Guyana’s domestic gas supply and strengthen future commercialisation opportunities.

The growing role of natural gas in Guyana’s energy transition will be a central focus at Caribbean Energy Week 2027, held under the theme “Unlocking the Caribbean Energy Corridor: Oil, Gas, LNG & Investment for a New Global Hub.” The event will examine how gas investments are strengthening energy security, supporting industrial development and creating new commercial opportunities across the Caribbean energy value chain.

Caribbean Energy Week 2027 will host its Guyana in-country launch at the Guyana Marriott Hotel in Georgetown on September 1, 2026, bringing together government officials, investors, operators and industry stakeholders for an early look at the opportunities, priorities and partnerships shaping Guyana’s energy future.

Latest developments underscore Guyana’s strategy of leveraging its estimated 17 trillion cubic feet of recoverable natural gas resources to strengthen energy security, diversify its energy mix and accelerate economic growth. By positioning natural gas as a complement to renewable energy expansion, Guyana is seeking to use its gas resources as a foundation for industrial development, greater energy resilience and a broader low-carbon transition.

IDB Group remains on target, delivering more development impact

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IDB Group remains on target, delivering more development impact

WASHINGTON, USA — The Inter-American Development Bank Group (IDB Group) continued to deepen its development impact across Latin America and the Caribbean, delivering strong results for millions of people across 2024 and 2025, according to the latest edition of the Group’s Impact Report.

The Group remains on track to meet its 49 Performance Targets. A majority of completed projects achieved satisfactory development results. In 2024 and 2025, IDB Group-supported operations helped 36 million people access quality health and nutrition services and 12 million people gain new or improved access to safely managed drinking water and sanitation.

The Group also supported 1.2 million farmers through enhanced agricultural services and investments, reached 1.9 million people through early childhood programs, education and skills-development programs, and expanded broadband access to 11 million people across the region.

“These results are a testament to the IDB Group’s deepening impact across Latin America and the Caribbean. By delivering measurable development outcomes, we are helping the region become more productive, resilient, and prosperous,” said IDB group president Ilan Goldfajn.

These results underscore the IDB Group’s growing role not only as a provider of financing, but also of knowledge and partnerships to address the region’s critical development challenges at greater scale. This year’s report also highlights the group’s long-standing contributions to productive development and innovation through the private sector.

Over the past two years, the group has implemented a series of institutional reforms that have strengthened its financial capacity, positioning it to support up to $500 billion in financing and investment over the next decade. At the same time, it has enhanced portfolio supervision and results management to ensure projects deliver lasting development outcomes.

The report shows the achievement rate of development results at project completion continues to improve for both the IDB and IDB Invest, with IDB Invest exceeding its target for this indicator. The report also highlights progress in implementing the IDB Group’s Institutional Strategy.

The organisation remains on track to meet most of its performance targets, including for projects supporting sustainable economic growth, projects with satisfactory mitigation of environmental and social risks, and projects supporting institutional capacity and rule of law.

World Bank Group appoints Juan Carlos Alvarez as country manager for Trinidad and Tobago

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World Bank Group appoints Juan Carlos Alvarez as country manager for Trinidad and Tobago

WASHINGTON, USA – Juan Carlos Alvarez has been appointed World Bank Group Country Manager for Trinidad and Tobago, unifying country-level leadership across the institution to enhance the institution’s development impact in support of job creation and Trinidad and Tobago’s public and private sector priorities.

Alvarez will lead World Bank Group institutions in Trinidad and Tobago, including: The International Bank for Reconstruction and Development (IBRD), the International Finance Corporation (IFC), and the Multilateral Investment Guarantee Agency (MIGA). In this capacity, he will promote a more integrated agenda to mobilise financing, knowledge, and private investment.

Mostly recently, Alvarez served as World Bank Country Manager for Angola and São Tomé and Príncipe, where he led World Bank’s engagements with both countries.

Since joining the World Bank Group in 2000, Alvarez has worked as Legal Counsel across regions, including roles in Latin America and the Caribbean and South Asia, advising Country Management Units on legal, operational, and policy matters.

Alvarez holds a Juris Doctor (JD) from the Universidad Autónoma de Centro América (UACA) in Costa Rica and a Master of Laws (LL.M.) in International Law from the Washington College of Law at American University in Washington, DC.

Security and elections: Haiti’s two most immediate and interconnected priorities

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Security and elections: Haiti’s two most immediate and interconnected priorities

PORT-AU-PRINCE, Haiti – OAS Secretary General Albert Ramdin issued the following statement at the closing of the high-level Inter-American and International delegation to Haiti:

I want to begin by thanking the government of Haiti for the arrangements made for this visit and for the open and constructive dialogue throughout our delegation. I also want to express my sincere appreciation to our Inter-American and international partners. Representatives of the OAS, CARICOM, the United Nations, the Panamerican Health Organization, the Inter-American Development Bank, the World Bank, CAF – Development Bank of Latin America and the Caribbean, the Inter-American Defense Board, and the Inter-American Defense College joined this delegation.

I thank Secretary General Carla Barnett of the Caribbean Community for joining this important joint effort. The presence of the delegation reflects a shared and collective commitment to support Haiti at this critical moment.

We came here to listen, assess where things stand, and identify where greater urgency and stronger coordination are required. We are leaving with a better understanding of the priorities and needs of Haiti. We leave with a clear conclusion: we have to collectively speed up the work on security and elections as Haiti’s two most immediate and interconnected priorities.

Political environment

We also had a constructive meeting with prime minister Alix Didier Fils-Aimé and discussed frankly the progress achieved and the considerable challenges that remain. Haiti’s political and institutional actors must act in unity and remain focused on the fundamental objective: restoring constitutional and democratically elected government through a credible electoral process.

Security

On security, the members of this delegation expressed their full support for the renewal of the mandate of the Gang Suppression Force (GSF) at the United Nations. But renewal of the mandate alone will not be enough. I call on OAS Member States and international partners that have pledged personnel, equipment, or financial resources to accelerate the fulfillment of those commitments.

The efforts of the GSF are essential to improving security and public safety; and to creating the conditions for a safe electoral process. Progress must be visible and measurable as soon as possible. Immediate objectives include reducing the territorial control of armed gangs, securing the main route to the international airport, ensuring sustained access to the airport and port, and restoring secure access toward the south of the country.

Our discussions with the leadership of the GSF reinforced our conviction that the Force must receive the personnel, financing, logistical support, and operational capabilities required to deliver results. We thank the GSF leadership for their efforts in this regard.

Health security

We understand the multidimensional nature of security in Haiti. In this regard, PAHO has played a key role. From controlling cholera outbreaks and supporting displaced populations to sustaining trauma care in Port-au-Prince and protecting women and children, PAHO’s technical cooperation has remained a vital pillar of Haiti’s health security throughout one of the most complex humanitarian crises in the Americas.

This visit ends with a commitment to work with the Haitian National Police (HNP) in building trauma centers to care for wounded officers. The OAS, alongside PAHO and other partners, will work towards this end.

Elections

On elections, we recognise the work being undertaken by the Provisional Electoral Council (CEP), the National Identification Office (ONI), the government of Haiti, and other relevant institutions in preparation for the upcoming elections scheduled for December 13.

Our discussions with the CEP were open, wide-ranging, and constructive. At the same time, the electoral timetable requires urgent acceleration. There is a need to intensify citizen registration and identification, as well as public information, outreach, and voter mobilisation campaigns.

The integrity of the process also requires confidence in the rules governing candidacies and their consistent application. Any concerns regarding candidate eligibility or potential links to illicit activities must be addressed transparently and in accordance with Haitian law and international electoral good practice.

The OAS will maintain a continuous assessment of both the security environment and electoral preparations. These two dimensions cannot be separated.

Concrete outcomes

This visit also produced concrete results.

We welcome the formalisation of Haiti’s accession to CAF Bank of Latin America and the Caribbean, in an operation facilitated by the OAS, expanding Haiti’s access to financing, technical cooperation, and development tools.

We signed a new USD 3 million cooperation agreement with the government of Japan to strengthen civil identification, including the acquisition of 350.000 biometric identification cards, expanded mobile registration services, and stronger coordination between the National Identification Office and the CEP.

We also signed a new agreement with Brazilian NGO Viva Rio, building on Canadian-supported work to strengthen social cohesion and expand opportunities for youth and women affected by violence.

The OAS will soon, in collaboration with private sector organisations, among them the Latin American Business Council (Consejo Empresarial de America Latina, CEAL), mount a delegation of business leaders to discuss investment projects in Haiti resulting in more jobs, steady income and a future for youth at risk.

These are tangible examples of what we mean when we say that the international community must move from solidarity and commitments to implementation and results.

Next steps

This mission is not the end of the process.

On August 26, I will report to the Permanent Council of the OAS on the findings of this mission and the areas where greater action is required. On September 4, I will convene the next meeting of the Group of Friends of Haiti to continue mobilising political, technical, and financial support.

Haiti is at a decisive point. The future of Haiti belongs first and foremost to the Haitian people. But the international community also has responsibilities.

Our task is clear: accelerate security support, intensify electoral preparations, fulfill the commitments already made, and ensure that our cooperation produces results that Haitians can see and experience in their daily lives.

The OAS will remain fully engaged in that effort.

St Lucia advances review of job classification and pay plan

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St Lucia advances review of job classification and pay plan

CASTRIES, ST Lucia – The Government of Saint Lucia (GOSL), via the ministry of the public service, transport, information and utilities regulation, has engaged Ernst & Young Services Limited (Jamaica) to undertake a comprehensive review of the Job Classification and Pay Plan across the Saint Lucia Public Service.

The consultancy is being implemented under the Caribbean Digital Transformation Project (CARDTP), a World Bank-funded initiative supporting Saint Lucia’s digital transformation and wider public-sector modernisation agenda.

The Review of the Job Classification and Pay Plan is intended to ensure that the government’s classification and compensation arrangements are fair, consistent, equitable and responsive to the requirements of a modern public service.

The consultancy will include the review and modernisation of job descriptions, benchmark qualifications, job-evaluation arrangements, job classifications and the pay framework. It will also establish job families, job bands and competency frameworks and give greater recognition to technical, vocational, professional and digital skills,” said the government department.

Approximately 1,000 roles are included within the scope of the assignment. The expected outcomes include clearer and more consistent job roles and descriptions, updated qualifications that reflect current and future skills requirements, a modernised and equitable classification framework, defined job families and competencies, and stronger alignment with the government’s digital-transformation and public-sector reform priorities.

The first in-country stakeholder consultation mission was conducted during the week of August 10, 2026. During the mission, the Ernst & Young team met with key stakeholders from across government ministries, departments and agencies.

The consultations form an important part of the assignment and are intended to gather the perspectives and experiences necessary to ensure that the revised framework reflects the realities and needs of the Saint Lucia Public Service.

The engagement process includes public officers, trade unions and staff associations, senior managers and other key stakeholders. Their participation and feedback will be critical to the successful completion of the exercise.

Senior minister and minister for the public service, transport, information and utilities regulations, Stephenson King, welcomed the Ernst & Young team and highlighted the importance of the consultancy to the government’s broader efforts to modernise and strengthen the Public Service.

Minister King noted that the existing Classification and Pay Plan came into effect in September 1991. A review was initiated in 2011 but could not be completed, largely because the job descriptions available at the time were not adequate to support the required job evaluations.

The minister explained that, more than three decades later, the nature of work has changed considerably. Technology has transformed the workplace, new professions have emerged, and the skills and competencies required within the public service continue to evolve.

The minister indicated that, through the consultancy, the government is seeking to comprehensively review and modernise the Classification and Pay Plan to promote greater fairness, consistency and equity and to ensure that the system reflects the requirements of a modern public service. He further noted that the exercise should contribute to greater transparency and equity in classification and compensation, clearer career pathways, improved recruitment and retention, better workforce planning and stronger opportunities for the professional development of public officers.

Minister King also emphasised the importance of the stakeholder consultations, noting that the participation and feedback of public officers, unions and staff associations, senior managers and other key stakeholders will be critical to the success of the exercise.

The minister expressed the government’s commitment to working closely with Ernst & Young, CARDTP and all stakeholders to deliver a fair, transparent, sustainable and future-focused framework that supports public officers and strengthens the effectiveness of the Saint Lucia Public Service.

CARDTP project manager, Sheralin Monrose-Gustave, highlighted the strategic importance of the consultancy within the Project’s wider digital-transformation programme.

Monrose-Gustave explained that digital transformation involves more than the introduction of new technologies and digital systems. It also requires a public-sector workforce equipped with the appropriate skills, competencies and capabilities to adopt, manage and sustain these investments.

The review is therefore particularly important as CARDTP continues to support several digital-transformation initiatives across government. It will help ensure that job descriptions, benchmark qualifications and competency frameworks appropriately recognise digital literacy, technical expertise and emerging skills required within a modern public service.

The activity also complements the Project’s wider investments in digital skills development, institutional strengthening and public-sector modernisation. Together, these interventions are intended to strengthen the capacity of public officers and enable government institutions to deliver more efficient, responsive and digitally enabled public services.

Following the stakeholder consultation and information-gathering phase, the consultancy will progress to the review of job descriptions and qualifications, the modernisation of the job-evaluation framework, the development of revised job classifications, job families and competency frameworks, and the preparation of a revised Classification and Pay Plan.

The assignment will also include capacity building and training, a communication strategy and a structured implementation roadmap to support the Government’s readiness for implementation and the long-term sustainability of the revised framework.

The government of Saint Lucia looks forward to the continued participation of public officers, unions, staff associations, senior managers and other stakeholders as this important exercise progresses.

International investment in a turbulent era

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International investment in a turbulent era
  • Global investment is rising again. But it’s becoming more concentrated, more selective and less accessible to many developing countries.

GENEVA, Switzerland – The recovery remains fragile. Growth is concentrated in a small number of economies and in capital- and technology-intensive sectors.

Governments are responding with more selective policies. Incentives increasingly target clean energy, digital infrastructure, advanced manufacturing and critical minerals. Screening and conditions on foreign firms are also expanding.

Investment patterns are reshaping global production. Greenfield investment in strategic sectors is rising, while investment in manufacturing outside them is declining. The shift favours economies with strong infrastructure, skilled workers, supplier networks and access to major markets.

Most developing countries can’t match the subsidy programmes of major economies. They need realistic entry points, stronger foundations and regional cooperation to compete and increase investment’s development impact.

“The policy choices made today will determine whether foreign direct investment becomes an engine of shared development or entrenches divergence.” ~ Pedro Manuel Moreno, acting secretary-general of UN Trade and Development (UNCTAD).

  • Read: World Investment Report 2026 (Overview)

International cooperation: The search for the commons

In a more contested and uneven investment environment, international cooperation remains essential. However, it needs to focus on practical areas of shared interest. These “commons” can help preserve transparency and predictability for cross-border investment, while leaving countries space to pursue resilience, security and development objectives.

The World Investment Report 2026 calls for several key and practical international cooperation initiatives:

A global monitoring mechanism to improve timely and comparable reporting on policy measures that affect cross-border investment. Such a mechanism could strengthen transparency on trade, industrial and economic security measures that influence investment decisions. Better information would help countries anticipate policy shifts, adapt investment strategies and reduce uncertainty for investors.

Policy guidelines and principles for security-related investment measures. These could support clearer definitions of sensitive activities, transparent procedures, proportionality, confidentiality safeguards, reasonable timelines and periodic reassessment. The aim would be to make security-related measures more predictable, more targeted and less distortive.

Joint project preparation and risk-sharing platforms for productive investment in developing countries. Multilateral development banks, development finance institutions and export credit agencies could coordinate support for bankable projects in industrial infrastructure, renewable power for industry, logistics, digital connectivity, supplier upgrading and selected strategic processing activities.

Facilities for supplier upgrading and standards support to help domestic firms connect to reconfigured production networks. Regional frameworks and institutions could help firms meet certification, quality, traceability, digital and logistics requirements. This would make regional integration a more effective platform for attracting and embedding investment.

Accelerate reform of international investment agreements to safeguard essential security interests. Reform efforts should ensure that countries retain adequate policy space for legitimate and evolving security objectives, including those related to critical minerals, supply chain resilience, and emerging technologies, while minimising misuse of security exceptions and promoting sustainable investment.

Global investment partnerships to structure cooperation between home and host countries in evolving supply chains. Such partnerships would help align security-of-supply objectives with host-country development priorities, including local value addition, supplier upgrading and skills development.

To advance the commons, UNCTAD will convene discussions with all relevant stakeholders and explore concrete solutions at the 9th World Investment Forum.

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