Quality Standards in

Tourism Market Access

Tourism Performance Indicators

0

0.5

1

1.5

2

2.5

3

3.5

2007 2008 2009 2010 2011 2012 2013

Mill

ion

s

Tourist Arrivals - Jamaica

Stopover Cruise ship 1.80

1.85

1.90

1.95

2.00

2.05

2.10

2.15

2007 2008 2009 2010 2011 2012 2013

USD

Bill

ion

s

Tourist expenditure - Jamaica

Food & Beverage – USD152 Million

Economic Indicators

-5.0%

-4.0%

-3.0%

-2.0%

-1.0%

0.0%

1.0%

2.0%

3.0%

2007 2008 2009 2010 2011 2012 2013

Pe

rce

nta

ge

GDP Growth - Jamaica

0

20

40

60

80

100

120

JMD

/USD

Exchange Rate (JMD/USD)

Strategic Shift

• Export oriented growth

• International political economy

• Strategic market segments

• Build internal capabilities

– Productivity improvement

– Quality Management System

Why a Quality Management System • To ensure compliance of our products, services and practices with

international regulations and standards; assure the quality , safety and integrity of our products; deliver superior customer value; and engender sustainable relationships.

• To hold CBG to the highest ethical conducts and to champion corporate social responsibility in the diverse communities that we serve, seek to serve or embrace through our own humanity.

• Continuously improve our systems and processes; build capabilities for incremental and rapid growth; realize and extend efficiency gains to the corporation, channel partners and society; minimize our environmental footprint; and make CBG a safe, comfortable, equitable and sustainable workplace for all employees.

Which Quality Management System

• HACCP

• ISO

• CODEX

• GMP

• GFSI

• BRC

• Global GAP

• FEMA GRAS

• BSCI • ILO

QMS Achievements

Newport Mills – ISO 9001 - HACCP - GMP

Copperwood – ISO 9001 - HACCP - GMP

Arnold Road – ISO 9001 – HACCP- GMP

Caribbean Hatchery – HACCP

Newport Genetics – ISO 9001 & GAP

Countries Served