GuySuCo accuses its critics of what it also does

GuySuCo accuses its critics of what it also does – mislead

Feb 05, 2017 Letters

Dear Editor,
I refer to GuySuCo’s response in KN edition of February 2nd, 2017 to one of my letters. In typical style, the Corporation was patently dismissive without providing an iota of evidence/detail in support of its defense. It takes a similar posture towards ideas and proposals to remodel the industry into a viable sugar business. As a taxpayer, my main contention is that GuySuCo, a bankrupt company affords an executive team, at G$14.1M/month or a total of G$169.2M for 2016 to deliver 183,652 tonnes of sugar, the 2nd lowest production since 1990.
Isn’t this a legitimate concern from a taxpayer? The estimated rate of pay of G$14.1M/month for the team can now be confirmed since the Corporation stated emphatically in its response that “every employee is paid within their grade/salary scales”. GuySuCo also alleges that there is an agenda to “mislead” and “poison” the minds of readers. Editor, the Corporation needs no assistance to accomplish these feats. Its mill-stone team is doing so in royal style and with superb finesse.
Take for example, in December 2015; the CEO advised that 240,000t sugar will be made in 2016. We ended up with 183,652t. Isn’t this misleading? Secondly, the Corporation hired an IMC and a battery of experts to improve management of operations and sugar production. These nine executives delivered 183,652t sugar and received G$169.2M in 2016. Isn’t this poisonous? This is enough reason to cause Government to critically examine how long it will pay for these abysmal performances. It does not make for good reading on the administrations’ report card.
GuySuCo in its haughty style commenced implementation of a “close-down & sell-out” plan as its solution to resolve the industry’s challenges. At this instant, it is unclear whether the Corporation will entertain any other vision for the industry however; I will offer one that supports evolution of the industry into a viable sugar business for Ms. Thomas to ponder on. This vision rests on 4 pillars:
(1) Review the entire cane production process to reduce cost of cane production and delivery to mills. It is the single largest cost centre and highest contributor to unit cost per pound of sugar.
(2) Upgrade all factories from producers of raw bulk sugar to direct consumption (DC) sugars with packing facilities. DC sugars are often twice the price of bulk sugars at minimum. Install cogeneration and bulk alcohol/fuel alcohol facilities. Phase investments in most efficient factories followed by least efficient. In this way, return on investment will be faster.
(3) Remove incompetence and top heavy structures. Have a vibrant and nimble management team.
(4) Engage workforce and stakeholders directly and explain in detail the industry’s plan to transition into a viable sugar business. In the transition process, there may be small sacrifices that must be made.
This is a long term vision that will require investments to facilitate evolution of the industry into a viable sugarcane business. It will retain and create jobs. The vision of estate closures and sell-out will result in immediate joblessness and an unravelling of society.
Sookram Persaud

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