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
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