Interview with General Manager of the Grenada Ports Authority (GPA) Carlyle Felix

The Grenada Ports Authority remained largely functional during the 2020 COVID-19 lockdown. How important to Grenada was it for the Port to remain operational and not shut down?

The Grenada Ports Authority is an essential service. As young officers growing up in the service we all knew that the essential services were among the last to close doors in any adverse situation.

It was, therefore, important to remain operational to provide services to the shipping industry and by extension to facilitate trade. As we all observed during this pandemic, world trade did not stop. It would have slowed down a bit, but many ships were up and running. In fact, and perhaps understanding the consequences of doing otherwise, the International Maritime Organization (IMO) actively reached out to the shipping industry, ports and governments to encourage them to facilitate the movement of ships and cargo.  

We must also remember that Grenada has only two main ports of entry – the airport and the St. George’s seaport. The fact airport had to close its doors early, it was essential for the sea Port to remain open to ensure that essential goods were able to come into the country.

How active was the life on the port in terms of ships arriving, ships leaving? Was it a more active period during the COVID lockdown, or was it less active?

Life on the Port was not as active as normal. A few shipping lines teamed up with each other to service the different islands in the Caribbean and to cope with the decline in the volume of cargo. In other words, although ships were available to transport cargo, there was less cargo being shipped due to a decline in business activities as a result of COVID-19.

Did you experience any pushback by the Seamen and Waterfront Workers Union or any group out of fear of this pandemic, when you said that you wanted to remain open?

There was no pushback from any group regarding being opened. However, there were concerns expressed by some Seamen workers and our workers about the risks involved in having to be at work at that time.

Nevertheless, the vast majority of staff understood and accepted the fact that the Authority is a front line and essential service and inherently there are risks associated with having a job on the Port.  We the senior managers had to engage our staff from time to time to support and encourage them, especially when negative information has been in circulation. 

Picture for me a shut port during this lockdown period?

A shut port during the lockdown would look like our airport when absolutely no flights were coming in. Then we have to take into account all of the negative implication of a shut port on the economy and society.

When I was asked earlier about the importance of the port remaining open during the lockdown, I forgot to mention the revenue to the government. A shut port would mean serious stress on the government’s main source of income – duties and taxes at the port. 

Finally, a shutdown port could have meant a lack of inputs or raw materials for the few businesses that were allowed to operate, failure of which could have resulted in them having to shut down and thus making the unemployment situation worse.   

As the general manager of the port, how did you mobilize, motivate, and who did you work along with to ensure that one, everybody understood the importance, two that everybody understood that okay, we have to be safe, that we have to keep going despite everything that is happening. How did you mobilize the troops and who helped you?

One of the first things we did was to put a committee in place the develop protocols for staff, port users and key stakeholders. The committee was made up of several key players around the port, including the unions.  We as senior managers were very convinced that once persons adhered to the protocols we all should be able to remain reasonably safe.

The protocols were produced in several different formats to ensure that all and sundry were aware of them and that if you missed them in one way you will pick them up in another. Efforts were also made to constantly monitor the implementation of the protocols, which was not always encouraging, as frequently persons would lapse in following the protocols.

Another important aspect of staying safe was the provision of safety tools and equipment and other essentials such as the mask, sanitisers, other personal protective equipment.  The placement of appropriate signs and marks and the temporary employment of individuals to enforce those protocols were also done. 

What did you find out about you and the staff and the importance of the port, now that the lock down is over?

About myself, I would say I am always lucky to be around the port when such major events are happening. In 2004 I was comptroller of Customs when Ivan struck and now at the Port during the pandemic. But more importantly, I think the lockdown period once again confirmed that we have a lot of committed and dedicated staff, who understand the important role and responsibility they have to carry sometimes under adverse working conditions.

But what is the single most important thing that was revealed to you about you? Is it that you are strong, that you are able, that you could cope?

Yes, in such adverse situations I believe I cope very well.  On reflection, I think it is because I usually engross myself in the situation and attempt to give it 110 percent. I often try to encourage my colleagues, and staff to do the same. It is also helpful to understand the role and responsibility of the organization and to see the bigger picture. We have to always remember that we are here to provide a service, and in such challenging times like during the lockdown the efficiency of such service is paramount.  

In 2004, you were the Comptroller of Customs, in 2020, you are the General Manager of the Port and on both occasions, we have had a crisis. Are you the man for a crisis?

I am not sure, as being a man for a crisis can be interpreted in different ways. What I do know is that on both occasions both organizations received commendations from many key stakeholders for the level of service that was provided in very difficult working conditions. Again it was very helpful to focus on what the organization is being called upon to deliver and how to do them most efficiently and effectively.

And how do you ensure that you do that? 

Well as I said, you have to understand that things are not normal and you and your staff would have to be flexible and make adjustments as the situation dictates. In a crisis the working conditions would not be normal, so flexibility, adjustments, understanding, empathy, sharing, etc. all play a role in ensuring the task at hand remains your primary focus and that you are meeting the needs of customers, both internal and external.   In this particular crisis where social distancing had to be followed, some members of staff had to be rotated, some had to do the work of others to meet certain goals and targets. 

So, you rotated the staff, you had social distancing, people who could work from home were allowed to do so, those are some of the strategies you employed?

Yes, please. But let me also add communication, which is critical to managing well during a crisis. Regular meetings and discussions will be required must also be the desire to do as much as you can in the available time. “You should also be prepared to do a lot of talking and to engage people because if you don’t do that, sometimes you miss opportunities to take early corrective measures. You don’t want to miss a moment when the staff is here to not deliver something. 

How has the port emerged from the lockdown, and the more intense pandemic period that we have experienced? We are still going through COVID-19, but it’s not as intense as those early periods. How has the port emerged in terms of its protocols, management structure, and its comradery with workers? Is the port better after all that has happened?

In terms of protocols, I mentioned earlier the work that was done by the special committee resulting in a document that covered all categories of staff and the various port users. I can foresee some of these protocols remaining in place beyond Covid-19 given the additional benefits that have been widely observed.

In terms of management structure, apart from the closure of two of our sub-offices for a short period, nothing else was changed.

In terms of comradery once again we observed how such adverse situations or crisis can bring people/workers together. Not only people within an organization but the different organizations that function nearby as well. The committee I mentioned earlier, was made up of members from different organizations at the port such as the union, customs and port health help us to prepare this document that was representative of all port users. So, yes, in situations like that, your staff become closer.

Are port workers heroes for what they have been able to accomplish during this period? Would you say they are heroes?

I would prefer to say they deserve the highest level of commendation for what was done during those difficult days and I am extremely proud of them. In addition, what they did demonstrated their level of commitment, dedication and understanding of the nature and importance of the jobs, not only to port users but to the wider economy and the survival of Grenadian people. 

I know the union and the different organizations have their battle but as a result of this how would you describe the relationship between the union and the port today?

The relationship between the Port and the two unions on the port is very good today and has been so for the past 5 years or so. Again, I think the pandemic has helped to strengthen the relationships as we had to come together a lot more often to discuss and take the necessary step to address Covid-19.

It has also contributed to reaching a consensus on matters much easier and faster than in previous times.  The period also allowed us to understand where the union is coming from and what its priorities are.  We are also grateful to unions for volunteering to assist the port in monitoring the implementation of the safety protocols and the additional ideas and suggestions made outside the meetings.   

Interacting with incoming ships during the height of the pandemic must have been a concern for you, the union and the workers, how did you ensure their safety then and how important is safety generally for the port, where workers are concerned?

Generally,safety on the Port is taken very seriously, and during the pandemic was no exception. In fact, and given the nature of covid-19, our safety measures had to be intensified.    Thankfully, in recent years we had employed someone whose expertise deals with health and safety matters and whose sole responsibility is to address all matters of a health and safety nature and that did make life a little easier this time.  

With regards to interacting with incoming ships, the protocol I mentioned earlier was a segmented document.  And so there was a section for all the various categories of workers and users of the port, including our pilots, the stevedores and our launch crew, who were the ones at the highest level of risk since their jobs require them to have a direct interface with the incoming ships.

Nevertheless, we were confident that if they followed the protocols they would have been reasonably protected. In addition, most of those ships, if not all, were coming from places where the pandemic was a bigger problem than Grenada and therefore they were well equipped with their strict guidelines, which in effect complemented or provided for another layer of safety for our workers.

Notwithstanding these protocols, there was a scary moment on the port when it was reported that someone who worked on one of those ships, was exhibiting Covid-19 like symptoms and was later tested positive. As you would imagine, that heightened the concern for many of us and quick action had to be taken to confirm the status of several staff members who may have been near that gentleman.  Thank God no one was exposed to the virus, but yes, it was a scary few days for staff.

Finally, we took the opportunity to use the incident to remind staff of the risk and dangers of covid-19 and the need to remember the basic protocols –  social distancing, wash your hands, if you realize somebody seems to be sick, stay away, and call somebody, sanitize your desks, you know don’t crowd up, and don’t go places where you don’t have to go, this is essential.   

One year on, would you say the port has settled back down?

By and large, we have settled back down and we are going to take some credit for this achievement. However, the speed at which we have been able to settle back down is a reflection of how well Grenada/government has done in managing the pandemic. Also, the advent of the vaccine and the realization that we can now protect ourselves from becoming seriously ill from the virus helped to calm the nerves of a lot of our staff and Grenadians as a whole.

Did you see a reduction in your income over the period?

Oh yes, our income fell by about 30 percent when compared to 2019, and that’s a huge shortfall.

Are you at liberty to say how the port performed? Can you give a brief synopsis?

Sure. The financial performance just mentioned, is a summary of the decline we would have seen in a number of our performance indicators such as incoming cargo and cruise ships, imported cargo and cruise ship passengers, etc.

In addition, the cargo that the ships brought remained on the port for a much longer time due to the lockdown … resulting in the waivers of some of the port’s revenue in some cases…

How is that affecting your ability to move forward? I know you’ve deferred some plans that you have had?

The fact that the pandemic is still with us means that things are not yet back to normal and therefore our plans for this year, especially in the area of capital expenditure, will be more conservative than usual. It is much smaller when compared to prior years. In addition, the decline in revenue also means that we need to take a more serious look at ways to reduce t costs to better match our projected income.

What are some of the areas that you wanted to operate in, some of the capital projects that you wanted to do as a port, that the downturn in your finances, has not allowed you to do to date?

One of the major projects is an administrative building to address a staff accommodation problem we have. We have been trying to get approval to construct this facility for some time now, and have been making good progress before the pandemic. However, with revenues down and the status of the pandemic still uncertain, that project will have to be pushed back somewhat.

Where are you going to put that building?

We have been considering a few options. Right now a space behind this currently administrative building is at the top of the list.  

Another important project we were looking at and will have to be shelved for a while is the construction of an Inland Transit Shed facility. The purpose of that facility was to help us deal with the problem of congestion, lack of space and delays on the port. Hopefully, by the end of this year, the Port will be in a better position to look down the horizon at possibilities for 2022 and 2023 

Later this year the cruise ships are expected to return to the Melville Street facility. How are you readying yourselves for that?

Preparation for the expected return of cruise ships to Melville Street is well advanced.  You may not know this, but we were expecting ships on three different occasions between the middle of last year and now, but those plans did not materialize. Naturally, there was a lot of preparation before each time those plans were to commence. Presently, there are different committees in place, spearheaded by the Ministry of Tourism, looking at all of the protocols and requirements to ensure a safe and successful resumption of cruise ships.

Based on a meeting we attended recently, there are indications that we may see our first cruise ship as early as July 2021. So, yes, we are preparing and of course, the cruise lines are also taking steps to ensure that destinations are well prepared, including the finalization of a document called a Port Covid-19 Management Plan.   

When people think about port and revenue they think about this side of the port where containers come in. How important is cruise ship revenue, cruise ship activity towards your overall economic thrust?

Cruise ship revenue usually contributes between 7 and 10 percent of overall revenue in recent years. However, from all of the analysis out there, the cruise ships activity contribution to the overall economy appears to be many times bigger. As such, it is well-known that several businesses have been feeling the negative economic effects of Covid-19 on the cruise ships industry.

In dollars and cents?

In 2019, which was our last normal year, that figure was approximately $2 million. 

As the general manager how satisfied are you over the last five years and with all that you have been able to accomplish here?

I would say I am reasonably satisfied with what the Port has been able to achieve over the past 5 years. The construction of the new port and the move from Hillsborough to Tyrell Bay is seen by many of us as the major highlight.  However, the implementation of the Grenville Port Rehabilitation project, the transformation of the traffickers’ operational area of the St. George’s Port and the record-breaking financial performances during those 5 years are all major and significant achievements in their rights.

Lastly, I must make mention of industrial relations on the Port. Over the past five years, the relationships with the unions can be best described as excellent. We have been able to sit and negotiate or discuss matters and reach amicable solutions without any major threat or action from the unions. This is a major achievement for both the Port and the unions.

How would you describe the last five years you have spent on the port?

I would say five very good years. I have learned a lot on the job, and we have delivered a lot. Of course, there is always room for improvement, had it not been for the pandemic, I believe there was going to be a lot more the Port and its staff would have been proud about.

What legacy are you leaving now that you are preparing to depart the position?

To be honest, I do not normally think about the work in terms of legacy. I just try to do the best I can and that includes delivering on plans and the expectations of our stakeholders. If in hindsight the things that are done during my tenure at the Port are seen as a legacy in the future, then I will accept the compliment.

However, since the subject have been raised by others in recent times, and now again, I have given it some thought and think that some of the achievements I have mentioned above can perhaps fit in the criteria of legacy. Specifically, I am referring to (a) the recording-breaking revenue performances, (b) the new port at Tyrell Bay, (c) the other significant infrastructure developments such as the Grenville Port Rehabilitation and the transformations of the traffickers’ operational area of the St. George’s Port, and (d) significant improvement in the industrial relationship on the port. Some members of staff have been mentioning the stress-free and relaxed working atmosphere, so I will include those feelings here as well.

No one person can achieve such results by his or herself. Therefore, if ever the above are deemed to be legacy, then they are the legacy of the staff and Board of Directors of the Port who would have made their contribution during these past five years. 

What years are we talking about?

The years are 2018, 2019 and 2020; with 2018 being the best year of financial performance in the history of the Port and 2019 and 2020 being the second and third best years respectively.

On this compound including Customs and all of that, how many years have you made? I know you moved around but in total How many years did you make on this particular port?

In total, I have been around the port for about 36 years.

When did start?

I started as a  Junior Customs Officer, then I became the Comptroller of Customs in 1998 and held that job for approximately  18 years, and now five years here at the port.

When did you first join?

I joined the service in 1979, but had two short breaks from the job during the ensuing years.

When you get up in the morning and you no longer have to come to this location, what would life be like for you?

I think it will be very normal.

Are you looking forward to it?

I am looking forward to it not because I want it, but because it is inevitable. So that being a given, it then comes down to mindset. If one has the wrong mindset, he or she will do himself or herself no favours. However, with the right mindset, that is seeing the positive in the event, then opportunities are going to emerge. So I am approaching the situation with a positive mindset and is looking forward to the next opportunity.

Is there anything that I didn’t ask you that you want to tell me? Is there a particular group or person that you want to say thanks to for the years?

Indeed, I would like to take this opportunity to say thanks to the staff of the Authority for accepting me into the family and for the support they have given me over the years. I must also thank the Board of directors for their guidance and feedback. Last but no means least, all stakeholders and customers who lent their support and encouraged us along the way.