Imon's Cover Letter, CV and Samples of Work

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.. Manager, SMB, Latanier House
.. Latanier Road, Victoria, Mahe
.. Republic of Seychelles.
Phone: + 248 – 718012
.. Email: imonghosh@gmail.com
Imon's application for the
. . Seychelles
. . . Institute
. . of. . .
Management
Senior Lecturer position

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Seychelles Institute of
Management
Senior Lecturer Application
Contents
1. Imon's cover letter 3
2. Curriculum Vitae 4
3. Personal mission statement 13
4. Goals for contributions as an Economist 13
5. Goals for contributions as an Author 14
6. Goals for contributions as a Trainer 15
7. Annexes
A: Concept note for earning foreign exchange for SIM 16
B: Text of speech on Monetary and Fiscal Strategies

for Ending Inflation 18
C: Paper on Enhancing Seychelles' Freshwater Assets 24
D: Workshop participant feedback 43
E: Articles on The Benefits of Training, and Corporate

Training Strategies 61
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Imon Ghosh

Manager, SMB Latanier Road Victoria Mahe Seychelles
Phone: (+248) 718012 Email: imonghosh@gmail.com
June 23, 2005
Greetings,
Your recent advertisement in the Seychelles NATION inviting applications for

the position of Senior Lecturer in the field of Management at the Seychelles
Institute of Management caught my attention and interest.
Would your team benefit by having an economist who has strong training
(covering instructional design, development, and delivery), research, writing,
editing, monetary and fiscal policy analysis, program evaluation, advocacy,
and managerial skills - besides a long-standing passion for economic
management issues and enhancing lives? If so, my C.V. will interest you.
Besides being a corporate trainer, manager, economist and development

consultant, my work experience includes teaching economics, business
studies and environmental law at a management school, and law university.
A paper I wrote on Reducing Rural Poverty (which was abridged and

published on the Editorial page of The Times of India on April 4, 2001, noted
in the records of the Indian Parliament, included in the syllabus of the
National University of Juridical Sciences in India, and could help the United
Nations achieve its poverty-related Millennium Development Goals), and the
121 page final report of a study I conducted evaluating the SGSY
(the government of India's largest rural self-employment programme) are
available on request, or can be downloaded from the Resources page of the
World Bank's Global Development Finance (GDF04) site:
http://www.dgroups.org/groups/worldbank/GDF04/index.cfm?op=main&cat_id=6230
I would be delighted if my skills, experience and passion as a corporate

trainer, economist, writer and manager are utilized to enhance lives and
further the mission of the Seychelles Institute of Management.
With all good wishes,
Imon Ghosh
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Imon Ghosh

Manager, SMB Latanier Road Victoria Mahe Seychelles
Phone: (+248) 718012 Email: imonghosh@gmail.com
Curriculum Vitae
Objective: To lead strategic institutional initiatives, and enhance lives as an

economist, author, and trainer.
Skills set: Strong leadership and teamwork abilities. Inspiring training,

writing and editing skills. Innovative thinker with a passion for poverty
reduction, enhancing lives and organizational development. Experienced
computer/internet user. Strong goal setting, agenda building and
implementation abilities.
Professional Experience
07/2003 to date: Manager, MD's Office, Seychelles Marketing Board.
The Seychelles Marketing Board (SMB) is tasked with ensuring food security
at stable prices for the 85,000 inhabitants and 115,000 visitors per annum to
the Seychelles, a picturesque small island developing state. Besides
importing and distributing a variety of products, SMB fulfills its food security
mandate by manufacturing over 100 varieties of processed meats, tetra-
packed milk and fruit juices, as well as yoghurt, jams and sauces, pasta,
mineral water, snacks, tea and coffee, and prawns etc.
SMB has 1,900 staff and a turnover during the 2003/4 fiscal year of 713
million Seychelles Rupees (130 million USD).
My responsibilities as Manager in the MD's Office include developing and

delivering corporate training modules for SMB Managers and Staff, serving
on a Task Force that is revamping SMB retail and manufacturing operations,
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besides being a member of the corporate News-gathering Board, Training
Committee, Annual Report Committee and a technical committee responsible
for all SMB brand positioning and marketing communications.
Accomplishments:
• Conducted leadership development workshops for 200 SMB Managers

and Supervisors.
• Provided training in teambuilding, delivering superior service,
communication and interviewing skills / HR processes to HR & A staff,
sales team, duty free staff, supermarket staff, and corporate security
staff.
• Participant feedback of my training workshops has been very positive
(please see Annex D).
• Authored a corporate training participant handbook.
• Built a corporate training resource library from scratch.
• Serve on the Editorial Board for corporate publications, and contribute a
column, 'Build The Future', for Newstalk.
• Drafted / edited the narrative (non-financial) sections of SMB's Annual
Reports.
• Contributed to the deliberations of a corporate Task Force and drafted /
edited its final reports.
• Ideas for Seychelles' development include sound monetary and fiscal
policies, ways to reduce the economic vulnerability of this small island
developing state (SIDS) through strategic infrastructure projects, besides
enhancing the nation's freshwater assets (please see Annex C).
08/2002 – 07/2003: Economics faculty at the Nopany Institute of

Management Studies (NIMS), and Visiting faculty at the National
University of Juridical Sciences (NUJS), Calcutta, India.
The Nopany Institute of Management Studies (NIMS) was founded in August

2002 although its K-12 affiliate, Nopany Vidyalaya was established 50 years
ago, in 1954, and has a consistent track record of high academic excellence
among its students. Laxmi N. Mittal, currently the world's 3rd wealthiest
individual (after Bill Gates and Warren Buffet) studied at the Nopany
Vidyalaya.
Accomplishments:
• Took the initiative to have NIMS accredited as an Institutional member of

the Calcutta Management Association.
• In addition to regular teaching load, conducted workshops and field trips,
including one to the Reserve Bank of India.
• Ranked one of the Management Institute's most effective teachers in a
student evaluation of faculty.
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The National University of Juridical Sciences (NUJS) was founded in July
1999 as a national level institution of excellence in the higher learning of law
in India, and its aims include the study of the role of law in national
development, and most importantly the promotion of an inter-disciplinary
study of law in relation to technology, economics, management, etc.
The Chief Justice of India is ex-officio Chancellor of the University.
On the invitation of the founding Vice-Chancellor of NUJS, Prof. N.R.

Madhava Menon, I taught classes on Economics and Environmental Law,
and also participated in research on globalization and the impact of the WTO
on Indian agriculture.
Accomplishments:
• A paper I wrote on Reducing Rural Poverty has been included in the

NUJS syllabus for a course on Agricultural Law and Law relating to Local
Self-Government.
05/2001 – 07/2002: Creative Director of the National Advertising

Agency at its Headquarters in Calcutta. The National Advertising Agency
is among India's oldest advertising agencies (established in 1924).
Accomplishments:
• Guided the Agency's creative teams in conceptualizing and executing

press, television, outdoor, exhibition and sales promotion campaigns.
• Participated in presentations to Clients, and provided oversight of the
client servicing function.
09/2000 – 04/2001: Pre-Sales Specialist with the Web Development

Company.
Established in 1998, the Web Development Company (WDC) offers a wide

range of internet and web related technology solutions in India, the
Asia/Pacific region and Europe, in alliance with IBM, Lotus, Netscape, Oracle,
3WI, i2, Nokia, Network Associates and other industry leaders.
Accomplishments:
• Conceived and oversaw execution of communications strategy for WDC

and its clients, involving both creative and business development teams.
• Drafted website content, and wrote scripts for multimedia presentations.
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• Scripted and oversaw execution of a multimedia CD on Kumartuli's artistic
heritage in record time, prior to its release by the Chief Minister of West
Bengal.
• Oversaw the design and development of prabhatkhabar.com, the online
edition of the largest circulation Hindi language newspaper in Jharkhand
State.
• Conceptualised ads for www.fashionindia.net which ran in the Indian
edition of Cosmopolitan magazine and the international editions of India
Today, quadrupling click-throughs at the site.
01/1998 – 08/2000: Established The Imon Ghosh Life-Skills Workshops

& Seminars.
Accomplishments:
• Conducted workshops and seminars on Goal Setting Skills, Effective

Communication, Motivation and Leadership etc.
• Faculty for a Family Counselling Course organised by The Legal-Aid
Services, West Bengal (LASWEB) at the Calcutta High Court.
• Won a Man of the Seminar Award after delivering a speech at the Indian
Ceramic Society.
• Commissioned by CARE India to assess the SGSY, the Govt. of India's
largest rural self-employment programme. The 121 page final report of
this study, which addresses issues in microfinance and poverty reduction,
is available on request.
01/1996 – 12/1997: Served on the faculty of the Kodaikanal

International School in South India as Economics teacher.
Established in 1901, the Kodaikanal International School is an autonomous,

Christian, multicultural, residential school with a co-educational program for
pre-school to Grade 12 students, set at a height of over 7,000 ft. in the Palani
Hills of South India, a region renowned for its rugged beauty and cool climate.
As the first school in India to offer the International Baccalaureate, KIS has
developed a high level of expertise which is reflected in examination results.
KIS is accredited by the Middle States Association of Colleges & Schools,
USA, and recognized by the Association of Indian Universities, New Delhi.
Accomplishments:
• Elected High School Staff representative to the school's library

management committee, and to a subcommittee that oversaw the
computerization of library records.
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• Tasked to identify educational resources on the World Wide Web for use
in our classroom environments.
• Active in school's hiking program, and awarded hiking pin.
• Invited to join the Rotary Club of Kodaikanal. Served as Director for
Youth Services, organized inter-school competitions and inaugurated two
new Rotaract Clubs in Kodaikanal.
11/1993 – 12/1995: Educational Consultant with World Book

International's Indian affiliate, Lotus Learning.
Accomplishments:
• Made Senior Consultant within a year.

• Guest speaker at the Calcutta Management Association, on Monetary
and Fiscal Strategies for Ending Inflation (please see Annex B for text).
• Conducted several economic surveys for the Reuters News Agency in
Mumbai. Interviewed key economic decision makers including the
Deputy Governor of the Bank of England and the Chairman of the State
Bank of India, and filed several reports for the Reuters news wire.
06/1991 – 10/1993: Established own Advertising and Management

Consultancy.
Accomplishments:
• Developed communications strategies and media campaigns for clients.

• Organised conferences.
• Invited to be a judge in inter-college speech contests.
01/1983 – 05/1991: Advertising Copywriter and Client Service

Executive with Kerala-based Agencies.
Accomplishments:
• Conceptualised media campaigns, wrote advertising copy, made

presentations and provided client service support to a diverse range of
clients in several different industry segments.
• Clients included the Indian Aluminium Company, The Taj Group of
Hotels, Marine Products Export Development Authority, The Spices
Board, Kerala Tourism etc.
• Wrote an advertisement for India's Marine Products Export Development
Authority that was published in a special issue of Time Magazine
celebrating the bi-centennial anniversary of the U.S. Constitution.
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Education: M.A. Economics, University of Mysore. Studied at various
International Schools, including the Lesotho High School, Woodstock School
in Mussoorie, U.P. and the Kodaikanal International School in T.N., India,
from kindergarten to 12th grade.
Committed to life-long learning and continuous personal growth. Grateful for

opportunities to enhance skills and make meaningful contributions.
Publications: Published articles in various newspapers and journals,

dealing with economics, technology and life-skills. Writings include a
monograph on inflation written in 1984, and a 121 page study evaluating the
Government of India's largest rural self-employment programme, the SGSY
(2000).
An article on jumpstarting India's rural economy was published on the

Editorial page of The Times of India on April 4, 2001 and noted in the records
of the Indian Parliament.
Hobbies: Enjoy reading extensively, writing (economics, life-skills,

technology and poetry) and following developments in technology. Current
reading includes Daniel Goleman's Working with Emotional Intelligence.
Love the outdoors, and have done a great deal of hiking in the mountains
around Mussoorie and Kodai. Like good music, particularly instrumental and
classical (both Indian and Western). Enjoy meeting people, balanced with
reflective time alone. Love speaking in public, and have delivered many talks
at Rotary Clubs, colleges, etc.
Professional Associations / Community Involvement
Rotary : Served as Youth Services Director of the Rotary Club of

Kodaikanal in 1996 and 1997, and Chairman of a District Project for Street
Children with the Rotary Club of Cochin East in 1998. Member of Rotarians
On The Internet (ROTI).
Others: Life Member of the Indian Science Congress Association and the
Palani Hills Conservation Council. Member of the Calcutta Management
Association.
Committed to environmental issues: Initiated two environmental class action

suits involving the Government of India. Both were won.
References: Available on request.
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Personal Mission Statement
My personal mission statement is to enhance lives as an economist, author

and trainer.
The goals that flow from this personal mission statement include …
Goals for contributions as an Economist
Empowering the 700 million people who live in rural India (and many more
who live in other developing nations around the world) through access to
affordable credit, by creating refinance markets that bridge the formal and
informal financial sectors is an issue I feel passionately about.
A paper on Reducing Rural Poverty that I wrote in 1992 outlining these ideas
was abridged and published on the Editorial page of The Times of India on
April 4, 2001 and noted in the records of the Indian Parliament. These ideas
could help the Micro-Credit Summit achieve its targets (of ensuring that 100
million of the world's poorest families, especially the women of those families,
are receiving credit for self-employment and other financial and business
services by the year 2005), the United Nations achieve its poverty-related
Millennium Development Goals, and help make poverty history.
Reducing Rural Poverty has been included in the syllabus of a leading law
university in India. Feedback on the
paper, posted by an economist from El
Salvador, on the World Bank's Global
Development Finance (GDF 04) site, can
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be viewed by clicking on the following link:
http://www.dgroups.org/groups/worldbank/GDF04/index.cfm?op=dsp_showmsg&list%20name
=GDF04&msgid=134917&cat_id=6228
Goals for contributions as an Author
"Words still offer the most complete kind

of understanding, and they last."
- Bob Woodward, Journalist / author
Writing is a personal passion, and I have earned a living as a writer since

1983 (and had earlier been Editor of my school newspaper, and literary
magazine).
What books would I like to write, keeping my personal mission of enhancing

lives in mind?
Besides volumes on economics and personal development, I would enjoy

writing travelogues describing interesting people I have met and the many
picturesque places I have visited.
My dream as an author is to complete at least two book length manuscripts

that are ready for publication in the next three years, which meet my personal
mission statement criteria.
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Goals for contributions as a Trainer
Few things give me greater pleasure than to design, develop and deliver
workshops and seminars.
I have designed and delivered interactive workshops and seminars on

Visioning / Goal Setting Skills, Leading Teams, Managing Change, Improving
Communication Skills, Delivering Superior Service and other work as well as
life skills.
Numerous participants of my interactive

workshops and seminars state that they have
greatly enjoyed, and benefited from them.
Some of their structured feedback has been
reproduced in Annex D.
My training philosophy (as it currently stands) is

outlined in articles I have written on The
Benefits of Training and SMB's Training
Strategies, which are reproduced in Annex E.
I would be delighted if my skills, experience and passion as a corporate

trainer, economist, writer and manager are utilized to enhance lives,
contribute to the development of managers in the Seychelles, and further the
organizational mission of the Seychelles Institute of Management.
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Annex A
Concept note for earning Foreign Exchange

for the Seychelles Institute of Management
Why spend a week

in paradise ?
¾ Re-energise your management, and top performers.
¾ A great bonding experience for teams that make a

difference to the future of your organization.
¾ Participate in workshops
on Visioning / Goal
Setting, Leadership /
Managing Change, Team
Building & Facilitation,
Communication Skills,
and Delivering Superior
Service.
¾ Explore business tie-ups, and

opportunities to utilize the
Seychelles as a springboard /
gateway to the Common
Market of Eastern and
Southern Africa (COMESA),
and the rest of Africa.
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¾ Experience the captivating natural beauty of the
Seychelles, among the world’s most exclusive tourist
destinations.
¾ Attractive group packages that include team building and

organizational development workshops, sightseeing
excursions, sailing / snorkeling / golfing, and beach
barbeques etc.
For further details, please contact:
The Corporate Training Division

Seychelles Institute of Management
P.O. Box 678, Victoria
Mahe Island, Republic of Seychelles.
E-mail: simsey@sim.sc
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Annex B
Text of talk on
Monetary and Fiscal Strategies
for Ending Inflation
delivered at the
Rotary Club of Kodaikanal
on October 17, 1996
by Imon Ghosh.
Mr. President, fellow Rotarians, Ladies and Gentlemen:
I've had the privilege of delivering talks on Monetary and Fiscal Strategies
for Ending Inflation earlier on several occasions, including at the Rotary
Club of Serampore 7 years ago, and at the Calcutta Management Association
a year ago.
I'll begin by defining inflation, and discussing ways in which it is measured.

I shall then share with you a new metaphor I have created to describe the
process of inflation. We shall take a look at some historical case studies on
the impact that inflation has had on the social fabric. And finally, we'll look
into some specific solutions for reducing inflation and maintaining a healthy
equilibrium.
George Bernard Shaw once remarked that "If all economists were laid end to
end, they would not reach a conclusion !"
Few economists, however, would dispute the fact that inflation is a process of
steadily rising prices resulting in the diminishing purchasing power of a given
nominal sum of money.
Classical economic theory defines inflation as an increase in the aggregate

(or general) price levels. Prices of individual commodities, seldom stationary,
tend to bounce about the place, reflecting the demand and supply situation.
An increase (even a sharp one) in the price of a single commodity, therefore,
does not necessarily constitute inflation.
... Inflation has also been defined as the time when those who have saved for
a rainy day get soaked !
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Inflation is measured by a price index (usually the consumer price index or,
less frequently, by the GNP deflator). In line with the definition for inflation,
this index is derived from a basket of commodities in which each item is
assigned a weighted average value according to its presumed importance in
the household budget.
Certain limitations exist in the measurement of the consumer price index and
these need to be borne in mind: In India, as in other countries, the
measurement of the consumer price index is based on the basket of goods
bought by the household of an average industrial worker. It may not,
therefore, accurately reflect the spending patterns of an upper middle
class housewife, or a rural artisan.
It is also useful to bear in mind that the reading of the index can be changed
by altering the composition of the basket of commodities, or assigning a
different weightage to a particular commodity. India's consumer price
index is also handicapped by the fact that the values assigned to several
basic commodities are based on prices prevailing in ration shops - where
prices are controlled by the government.
The readings of the price index can also be changed by altering the base
year from which price increases are measured. When the base year for
the index was changed from 1960 to 1982 in India, the result was a
snowballing controversy fueled by some trade unions who claimed they had
not been consulted.
Our government also has the amusing propensity of measuring the rate of
inflation using the wholesale price index instead of the consumer price index.
I, for one, rarely buy articles of personal use wholesale. Perhaps, in
deference to the government, I should start doing so ...
I have mentioned these limitations in passing to highlight the fact that

statistics do not always accurately reflect reality. In the case of our consumer
price index, the general feeling appears to be that it tends to understate the
actual rate of inflation.
The predominant metaphor for describing the process of inflation is currently

the wage-price spiral. Increases in wages lead to increases in prices ... which
lead to increases in wages, and so on. Elegant though this metaphor may be,
I believe it is incomplete because it does not take into account the important
role played by the growth of the money supply, and that of productive output.
The metaphor that I've suggested to describe the process of inflation is that
of a swimming pool, in which the quantity of water corresponds to M3 (or the
total sum of money circulating in the economy) and the height of the water
corresponds to the aggregate price levels. If there isn't enough water in our
economic pool, we can't swim - but if the level of water rises too rapidly,
some of us may drown.
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To add a refinement to this model, picture a beach ball, representing the price
of a given commodity, bobbing up and down on the surface of the pool. The
ball will not float motionless if there are any ripples of economic activity in our
pool. In my metaphor, the bobbing of the beach ball on the surface of the pool
corresponds to demand-pull inflation while an increase in the level of the
water in the pool, floating the beach ball to greater heights, represents cost-
push inflation.
This metaphor can be extended to include price controls. The government

sometimes tries to keep the price of a commodity artificially low, which can be
likened to holding our beach ball beneath the surface of the pool of water.
There will inevitably be a strong tendency for the ball - as there are for the
prices - to rise to a state of equilibrium (in this analogy, the surface of the
pool).
The opposite also happens to be true. It would be possible to hold our ball
above the surface of the water, but it will only remain there as long as the
hand that is holding it up (government regulated price floors) doesn't let go,
when the ball, unable to support itself, will return rapidly to equilibrium ...
To add a further refinement to our model, let us assume that we enlarged our
swimming pool by 6 % during the course of the year. If we do not add any
water to the pool, the level of the water is going to drop. If we increase the
quantity of the water in the pool by 6 %, the level of the water will remain the
same. However, if we pump in water at a faster pace than the growth in the
total size of the pool, the level of the water will inevitably increase.
Who controls the amount of water that is pumped into our economic pool?
The government, through the Reserve Bank, regulates the money supply (or
the flow of water into our pool) in one of two ways: By simply printing the
money, or through a stroke of the bookkeeper's magic pen. As Peter
Drucker noted, "When government talks about `raising capital', it means
printing it."
What happens when the level of water in our economic pool rises at a rapid
clip ? Larger sections of the population find their noses beneath water. The
decrease in purchasing power undermines the ability of companies to sell the
goods they produce. This leads to stagflation. Capital formation is adversely
affected, and so is productive output. The nation's currency is depreciated on
foreign exchange markets. Carried far enough, inflation can pave the way
for social disorder and economic chaos.
This was certainly true of the Weimar Republic during the 1920s, when a
wheelbarrow loaded with currency notes could not buy a loaf of bread. The
accumulated savings of entire families were wiped out almost overnight.
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Breadwinners were unable to provide their dependents with even the basic
necessities of life. Something snapped. The social fabric gave way. The
resulting economic and social turmoil laid the foundation for Nazism. History
is rich with examples of the effects that inflation, and hyperinflation, can have
on society. This pernicious influence goes beyond the economic sphere and
into the social.
Other examples of hyperinflation include Russia after the first world war,
where prices sometimes doubled from one day to the next, resulting from the
fact that the Tsar found it convenient to finance his expenses, as well as the
war, by printing additional currency. A similar inflation in China under Chiang
Kai-Shek after the Second World War led to similar results.
Present day examples of economies reeling under inflation include several of

the countries that emerged as independent states with the break up of the
former Soviet Union. Dr. Ben Johnson, a colleague who teaches physics at
the Kodaikanal International School, visited Russia in February 1994. When
he arrived in Moscow, the exchange rate was 1,620 Russian roubles for 1 US
dollar. When he left Russia 10 days later, the exchange rate had deteriorated
to 1,790 roubles for each dollar (a ten percent decline in as many days ...) !
The end of the sixties saw a spurt in inflation in a number of economies.

According to the IMFs International Financial Statistics, in 1970, fifty seven
countries had rates of inflation ranging from zero to five percent. By 1979, this
number was down to twelve. On the other hand, no nation in 1970 had a rate
of inflation of fifty percent or above. In 1979, there were eight countries in this
category. The 1970s can therefore be described as a decade of escalating
inflation.
The 1980s saw the successful implementation of anti-inflation programmes in

several economies, including those of the United States, Britain and India.
These nations, however, have learnt not to rest on their economic laurels,
since inflation is both an unstable, and destabilizing phenomenon.
Now, coming to specific solutions: The way to reduce inflation, and create an
environment that is conducive for economic development, is to promote
sound monetary and fiscal policies. These would include ...
A. Greater autonomy for the central bank (... in India's case, the Reserve
Bank) from short-term political pressures.
B. Ensuring that there isn't "too much money chasing too few goods" by
restricting the growth of the money supply to the growth in productive output
(or GNP).
The manner in which we control the growth of our money supply reminds me
of the `Vector Theory of Systems', which states that systems run better when
designed to run downhill !
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C. Facilitating the process of deregulation (which, inspite of `economic
liberalization', isn't yet complete), without which India will remain a high cost,
and uncompetitive, economy.
An amusing example of the regulatory red tape from the not too distant past
is the government of India's requirement that exporters fill in over 50
different forms before a single consignment of their goods could leave
India's shores to compete in world markets, even as the government
exhorted them to export more in the nation's best interests.
D. Encouraging policies that channel scarce economic resources, and

savings, to the most productive sectors of the economy. India has invested
over one trillion (one lakh crore) rupees in a largely underperforming public
sector which has contributed to India's huge, and growing, fiscal deficit. It
might be stated here in passing that these solutions are not easy to
implement, and require considerable political will and social support –
especially in relation to the control of the money supply.
This is because the government benefits from inflating the money supply – at
least in the short term ! The government is the first user of all the money it
creates. Inflation allows it to repay its debts with cheaper rupees, as well as
benefit from bracket creep.
Milton Friedman, noted monetary economist and Nobel prize winner,

estimates that an excessive growth in the money supply takes around six
months to find its way through a healthy economy before being transformed
into aggregate price increases. Sooner for an economy less healthy.
This brief period between monetary expansion and inflation is characterized

by general economic euphoria, greater output, higher employment – and
needless to say, greater government spending.
Then, the `morning after', comes the hangover ...
In economic terms this means lower output, higher unemployment and

greater inflation. The government at this point can do one of two things: The
hangover isn't a permanent state of affairs (they seldom are), and can be
allowed to run its course. Or, the government can ease the hangover by
inflating the money supply yet again.
As Dr. Lawrence J. Peter puts it, "Affairs of state are operated so that one
generation pays for the debts of the last generation by issuing bonds payable
by the next generation."
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If we want to see an end to inflation, and its associated economic distortions
like higher interest rates and lower capital investment, the government must
be discouraged from living beyond its means on deficit financing.
In formulating fiscal, and monetary policy, it is important to avoid being short-

sighted: A politician is credited with the insight that a week, in politics, is a
very long time. Inflation, unfortunately, takes longer to cure.
Like our blood pressure, the money supply and its velocity of circulation
seldom attracts our attention, or elicits our concern, unless something goes
terribly wrong. The guardians of our currency owe it to the rest of us not to
compromise long-term stability for short-term growth.
What are the implications of all this for those of us present here? To begin
with, all of us would like to protect our savings and investments from the
ravages of inflation. The first step is to discount the returns on our
investments by the rate of inflation, to get a clear picture of what our real
returns are (for example, a savings bank account currently earns an interest
of only 5 %; whenever the rate of inflation exceeds 5 % - which is most of the
time ! - the real returns on this kind of account will be negative).
If you are involved in implementing a large project, it would be in your

interests to complete it at the earliest possible date, to avoid escalations in
project costs. And since business invariably gets blamed for inflation, without
reference to the steadily declining value of the rupee, I would suggest that
you monitor the escalating costs of inputs in your industries, and
communicate these to your customers, opinion leaders and the government
... as frequently as necessary!
A belief shared by many public speakers is that, "To be seen, you must stand
up. To be heard, you must speak out. To be appreciated, you must sit down."
I have perhaps spoken longer than I should have ...
To sum up, we have defined inflation in this talk, and discussed ways in
which it is measured. I've had the privilege of sharing with you a new
metaphor that I have created to describe the process of inflation. We have
delved into history for case studies on the impact that inflation has had on the
social fabric. And finally, we've looked at some specific solutions for reducing
inflation and maintaining a healthy equilibrium.
I would be happy to answer any questions that you may have.
Thank you.
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Annex C
Imon Ghosh
Manager, MD'sOffice, SMB
Enhancing Seychelles'
Freshwater Assets
Seven Additional Approaches for

Addressing our Drinking Water Problem
24
Enhancing Seychelles'
Freshwater Assets
Seven Additional Approaches for
Addressing our Drinking Water Problem
Introduction
Fresh water is a scarce resource of great value.
Seychelles has limited natural fresh water resources. Mean annual rainfall
in Mahé averages 2,880 millimeters at sea level and as high as 3,550
millimeters on the mountain slopes. Precipitation is somewhat less on the
other islands, averaging as low as 500 millimeters per year on the
southernmost coral islands.
Because catchment provides most sources of fresh water in the Seychelles,

yearly variations in rainfall or even brief periods of drought can produce water
shortages.
Small dams have been built on Mahé since 1969 in an effort to guarantee a
reliable water supply, but drought can still be a problem on Mahé and
particularly on La Digue.
This proposal suggests 7 additional ways (besides desalination) to enhance

Seychelles' freshwater assets, and solve the recurring drinking water crisis.
Six of these proposed solutions are scientifically tested, and one is entirely
speculative. Even if one or two of these seven approaches prove to be
practical / economical, they can serve to alleviate the recurring fresh water
shortages.
Why would an SMB manager, and member of our corporate Task Force,
brainstorm solutions for enhancing Seychelles' freshwater assets, and
addressing the recurring drinking water problem? There are three reasons:
(1) SMB has interests in drinking water: we produce bottled drinking water at
our BDR factory, and are affected by freshwater shortages. (2) Our MD is
also Chairman of the Public Utilities Corporation. (3) SMB's corporate
mission statement is Building the future for the people of Seychelles.
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Executive Summary
The seven approaches for enhancing Seychelles' freshwater assets, and

addressing the recurring drinking water problem described in this proposal
are:
1. Rainwater harvesting
2. Constructing micro-reservoirs
3. Cloud seeding over catchment areas
4. Solar distillation
5. Water recycling
6. Allowing market forces to facilitate water conservation by regulating

demand
7. Sand-filtration as pretreatment for desalinated water
These solutions can be financed by private investments and government

subsidies for household level units, as well as public investments for
community level and national initiatives.
The Hydrologic Cycle
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Solution 1: Rainwater Harvesting
For centuries, people have relied on rainwater harvesting to supply water for
household, landscape, livestock, and agricultural uses.
Before large centralized water supply systems were developed, rainwater

was collected from roofs and stored on site in tanks known as cisterns.
With the development of large, reliable water treatment and distribution

systems and more affordable well drilling equipment, rain harvesting systems
have been all but forgotten, even though they offer a source of pure, soft, low
sodium water.
A renewed interest in this time-honored approach has emerged due to:
• the escalating environmental and economic costs of providing water by

centralized water systems or by well drilling;
• health benefits of rainwater;
• potential cost savings associated with rainwater collection systems
The harvesting of rainwater simply involves the collection of water from

surfaces on which rain falls, and subsequently storing this water for later use.
Normally water is collected from the roofs of buildings and stored in rainwater
tanks. This is a common practice in many parts of the world (…and was
actively promoted by environmentalist friends and colleagues of mine at
Kodaikanal, a hill resort in India that faced period water shortages despite
having a sizeable lake).
The collection of rainwater from the roofs of buildings can easily take place in
the Seychelles. All that is necessary to capture this water is to direct the flow
of rainwater from roof gutters to a rainwater storage tank. By doing this, water
can be collected and used for various uses.
What are the Benefits in Rainwater Harvesting? By capturing water directly,

we can significantly reduce our reliance on water storage dams. This places less
stress on these water storages and can potentially reduce the need to expand
these dams or build new ones.
Collecting and using your own water can also significantly reduce water bills.
By capturing water, the flow of stormwater is also reduced and this minimises
the likelihood of overloading the stormwater systems in our neighbourhoods.
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What About Dirty Roofs? There are a number of devices (first flush
devices) which allow for the first flow of water to the rainwater storage tank to
be diverted from the tank. By doing this, any dirt on the roofs of buildings that
has built up prior to the rain can be excluded from the tank.
Sizing of Rainwater Storage Tanks. The most appropriately sized rainwater

storage can be chosen by quantitatively assessing the performance of various
sized storage capacities.
Water Balance for Estimation of Rainwater Storage Capacity
The size of the area of capture or roof area must also be known when
estimating the amount of rainfall that is able to be collected. The larger the
roof area, the more rainfall that is able to be collected.
Solution 2: Construct Micro-Reservoirs
The concepts of rainwater harvesting are not only applied to roof catchments.
Water can also be collected in small check dams and micro-reservoirs from
rain falling on the ground and producing runoff. Either way, the water
collected is precious.
Besides providing additional storage sites for fresh water runoff, these small
check dams and micro-reservoirs will facilitate the replenishment of the water
table.
Solution 3: Cloud Seeding Over Catchment Areas
"Weather modification" is the general term that refers to all human attempts
to exercise some control over the weather. From the late 1940s into the
28
1960s, the term "weather control" was sometimes used. But, scientists know
that no one can "control" the weather. The best that can be done is to change
the weather in small ways, such as squeezing a little more precipitation out of
clouds than would have otherwise fallen.
Cloud seeding refers to using silver iodide or other materials to increase the
amount of precipitation from clouds. It is the one technique of planned
weather modification that has been shown to work.
Cloud seeding over catchment areas could help 'wring the moisture' from the
atmosphere / passing clouds and fill our reservoirs.
Sometimes precipitation only occurs in small amounts, or not at all, because

certain required conditions are not present. Of prime importance for
determining both the initiation and amount of precipitation from the cloud
system are (1) the vertical and horizontal dimensions of the clouds, (2) the
lifetime of the clouds and (3) the sizes and concentrations of cloud droplets
and ice particles.
Under proper conditions, one or more of these three factors can be favorably
modified by seeding the cloud with appropriate nuclei.
There are two basic mechanisms by which precipitation forms in clouds.

These are called the "warm rain" and the "cold rain" processes. The term
"warm rain" was derived after scientists noticed that rain in tropical regions
often fell from clouds with temperatures never colder than 32°F (0°C). Rain is
formed in these warm clouds when larger droplets collide with and absorb
smaller cloud droplets in a process known as coalescence.
Compared to the amount of water that is visible as clouds or that falls to the
ground as precipitation, the atmospheric reservoir of water above the earth is
large. The sizes, types and concentrations of nuclei present in the
atmosphere play an important role in determining the efficiency with which a
cloud system forms and ultimately produces rain or snow.
For instance, salt crystals acting as giant condensation nuclei are abundant in
the oceanic regions. These allow larger cloud droplets to form and the
subsequent coalescence process initiates rainfall well within the lifetime of
the clouds.
Conversely, the atmosphere over continental regions usually contains much

smaller and more numerous condensation nuclei. Medium-sized clouds
formed in these regions normally dissipate before the coalescence
mechanism has had a chance to initiate rain.
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The technology may best be described as simply lending nature a helping
hand. Man can assist nature by furnishing appropriate types and numbers of
nuclei through "seeding" the clouds at the proper time and place. Seeding
with very large condensation nuclei (hygroscopic particles such as salt
crystals) can be done to accelerate the warm rain process.
Flares mounted on a cloud seeding aircraft are shown below.
Solution 4: Solar Distillation
Solar distillation for purifying water is one of many processes available for
water purification, and sunlight is one of several forms of heat energy that can
be used to power that process. Sunlight has the advantage of zero fuel cost.
To dispel a common belief, it is not necessary to boil water to distill it. Simply
elevating its temperature, short of boiling, will adequately increase the
evaporation rate. In fact, although vigorous boiling hastens the distillation
process it also can force unwanted residue into the distillate, defeating
purification. Furthermore, to boil water with sunlight requires more costly
apparatus than is needed to distill it a little more slowly without boiling.
30
Many levels of purification can be achieved with this process, depending
upon the intended application. Sterilized water for medical uses requires a
different process than that used to make drinking water. Purification of water
heavy in dissolved salts differs from purification of water that has been dirtied
by other chemicals or suspended solids.
The present dollar cost of solar-distilled drinking water is several times that of
water provided by most municipal utilities, but it costs less energy-wise. On
the other hand, solar-distilled water is much less expensive than bottled water
purchased in the store.
For people concerned about the quality of their municipally-supplied drinking

water and unhappy with other methods of additional purification available to
them, solar distillation of tap water or brackish groundwater can be a
pleasant, energy-efficient option.
Solar distillation systems can be small or large. They are designed either to
serve the needs of a single family, producing from ½ to 3 gallons of drinking
water a day on the average, or to produce much greater amounts for an
entire neighborhood.
In some parts of the world the scarcity of fresh water is partially overcome by
covering shallow salt water basins with glass in greenhouse-like structures.
These solar energy distilling plants are relatively inexpensive, low-technology
systems, especially useful where the need for small plants exists.
Solar distillation of potable water from saline (salty) water has been practiced
for many years in tropical and sub-tropical regions where fresh water is scare.
Natural fresh water often cannot be diverted for direct human consumption
without substantial environmental damage. The economic feasibility of solar
desalination of ocean water will, therefore, improve considerably as energy
costs continue to escalate and population pressure exerts more stress on
available fresh water supplies.
There are several acceptable designs for small solar stills for the individual
family; however, there is still much room for innovation and improvement.
Solar desalination is particularly well-suited for backyard experimentation by
individuals with little or no technical training.
Basic Principles
The basic concept of using solar energy to obtain drinkable fresh water from
salty, brackish or contaminated water is really quite simple. Water left in an
open container in the backyard will evaporate into the air. The purpose of a
solar still is to capture this evaporated (or distilled) water by condensing it
onto a cool surface, using solar energy to accelerate the evaporation.
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The rate of evaporation can be accelerated by increasing the water
temperature and the area of water in contact with the air. A wide, shallow pan
painted black makes an ideal vessel for the water. It should probably be
baked in the sun for a while before it is used in order to free the paint of any
volatile toxicants which might otherwise evaporate and condense along with
the drinking water. The pan is painted black (or some other dark color) to
maximize the amount of solar energy absorbed. It should also be wide and
shallow to increase the surface area, assuming the availability of a substance
with good solar absorbing properties and durability in heated salt water. (This
is a very harsh environment for materials to survive in over prolonged
periods.)
To capture and condense the evaporated fresh water, we need some kind of
surface close to the heated salt water which is several degrees cooler than
the water. A means is then needed to carry this fresh water to a storage tank
or vessel. The evaporating pan usually is covered by a sheet of clear glass or
translucent plastic (to allow sunlight to reach the water) which is tilted at a
slight angle to let the fresh water that condenses on its underside trickle down
to a collecting trough. The glass also holds the heat inside.
Other possible configurations and materials are discussed in the Manual on

Solar Distillation of Saline Water, available for $10.75 (using order no. PB
201 029) from the National Technical Information Service, Order Department,
Springfield, VA 22161.
Another excellent publication is Solar Distillation as a Means of Meeting

Small-Scale Water Demands, published in 1970 by the United Nations. It is
available for $6 from the United Nations, Publications Sales Section, Room
A-3315, New York, NY 10017 (order no. E70.11.B.1.).
These two publications are recommended for individuals interested in
building a solar water still. In addition, the Office of Water Research and
Technology, U. S. Department of the Interior, Washington, DC 20240, offers
an extensive bibliography of relevant reports available from the National
Technical Information Service.
Economics
For families interested in building a solar still, a good design should be

capable of producing l/2 to 1 gallon of fresh water per day for each square
meter (10.7 square feet) of still area. Material costs generally do not exceed
about $20-$30 per square meter for large solar distillation plants. For smaller,
backyard models, the material costs are likely to be somewhat higher.
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The per-gallon cost of solar-distilled water can be calculated as follows: (a)
estimate the usable lifetime of the still; (b) add up all the costs of construction,
repair and maintenance (including labor) over its lifetime; and (c) divide that
figure by the still's total expected lifetime output in gallons (or liters).
Such a cost estimate is only approximate since there are large uncertainties
in both the lifetime and the yield estimates. Costs are usually considerably
higher than current water prices – which explains why solar backyard stills
are not yet marketed widely.
However, as times change, water prices rise. The quality of "city water" is
deteriorating in many parts of the world and some people are buying
expensive water filters or drinking only bottled water. Consequently, a more
favorable evaluation of solar-produced fresh water costs would involve a
comparison with bottled drinking water prices. For example, a 1970 United
Nations report cites costs of $3 to $6 per 1,000 gallons of solar-distilled
water. Using a 10 percent annual inflation rate, this translates into about $6 to
$12 per 1,000 gallons at today's prices, excluding labor costs. This can be
contrasted with a price of .50 to $1 per 1,000 gallons for utility-supplied water,
and from .50 to $1 per gallon for bottled water sold in supermarkets
(equivalent to $500 to $1,000/1,000 gallons).
We see that the solar-distilled water costs much less than bottled water and
somewhat more than utility-supplied water. Small solar stills capable of
producing pure drinking water even for as much as $20 to $30 per 1000
gallons might find many buyers who are unhappy with the quality of the water
they are presently getting. As the cost of purifying polluted groundwater and
delivering it to the home continues to rise, the solar distillation market should
continue to grow significantly–especially if someone comes up with a unit that
produces good drinking water at a reasonable price.
Water Quality
On August 22, 1978, the St. Petersburg Times stated that published reports
of impurities in some water systems and national concern over carcinogens in
drinking water had created a growing market for what are called "home water
purifiers."
The article quoted Paige Geering of the U. S. Environmental Protection

Agency as saying that "the problems they (home water purifiers) create may
be far worse than the benefits".
During discussions with this author, Ms. Geering emphasized that her
published comments were primarily directed at the use of the word "purifier"
with home water treatment devices. She said that these products can provide
some improvement in drinking water, especially if the filter is changed
frequently, but that one should be cautious of manufacturers' "purity" claims.
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In principle, the water from a solar still should be quite pure. The slow
distillation process allows only pure water to evaporate from the pan and
collect on the cover, leaving all particulate contaminants behind.
Since a clean glass cover plate and storage vessel should produce no
contaminants, the catch basin, or trough, remains as the potential source of
direct contamination.
The catch trough should be made of material unlikely to degrade water

flowing through it, even at the moderately elevated temperatures which might
be encountered. PVC (polyvinyl chloride) plastic plumbing pipe is commonly
available at relatively low cost. Since vinyl chloride has been identified as a
carcinogen potentially harmful to workers in plants manufacturing PVC
products, one should be very careful about using this material in a drinking
water system.
Fortunately, some PVC formulations have been designed for use in potable
water systems; however, other formulations are not so-designed and could
pose a problem.
It is possible that a chemical in the feed water (or in the still itself) which
evaporates along with the water could condense on the underside of the
cover and be carried into the catch basin. There are several ways to minimize
contamination from the materials in the still itself . Preconditioning of the
distiller by "baking" it under the sun for several days may be sufficient to drive
off most volatiles. Non-volatile materials left behind in the concentrate may be
discarded. Avoiding use of materials containing known toxicants is another
way to ensure condensate water purity.
With care in design and operation, the solar still should, therefore, be capable
of producing good drinking water free of cancer-causing pollutants and other
harmful substances – water that is colorless, odorless and, unfortunately,
tasteless. When the minerals common to drinking water are removed, taste
goes, too. One flavor recommendation is to add small amounts of minerals or
salts to the distilled water maybe a good idea, since the minerals found in
water may be healthful. Lost minerals also can be replaced by trickling the
distilled water through a bed of marble chips.
Summary Comments on Solar Distilation
In principle, solar energy can be used to separate pure water from most of
the natural contaminants, such as dissolved solids (salts) and particles (dirt
and algae). Solar distillation is most economically effective when sunlight is
34
allowed to pass through a transparent cover and into a black evaporating pan
with little or no concentration of the sun's rays.
A reasonable production rate would be about one gallon of water per day per
square meter (10.7 square feet) of still area. If it costs about $40-$60 per
square meter to build the still and if this water is worth roughly $15 per 1,000
gallons, the still should pay for itself in 2,500 to 4,000 days, or 7 to 11 years.
As the value of solar-distilled water increases, the payback time shrinks. If
one values this water at .60 a gallon, about what distilled water costs at the
supermarket, then the payback time is only 60-100 days.
Solar distillation of water is not quite competitive with utility-supplied drinking

water in Seychelles, but it is highly competitive with bottled water. Rising
energy prices seem bound to create an early market for small manufactured
solar water distilling units. In a few more years, large-scale solar distillation
may also become economically viable for utility use in the country.
Solution 5: Water Recycling
Water can be recycled by means of membrane filtration and membrane bio

reactors (MBR), ozone disinfection, UV-disinfection and sand filtration.
1. Tap and well water
The cost of tap water is constantly increasing. One pays now on average 1 -
1,50 EURO per cubic meter (1000 litres). This is a 20 % increase from 1990.
When extracting groundwater, a levy of EURO 0,15 - 0,20 must be paid in
the Netherlands e.g., due to a drop in the ground water level.
Concessions are rarely granted for the extraction of ground water anymore.
This has resulted in more and more drinking water companies having to use
surface water for the preparation of drinking water and companies changing
to water recycling. It is therefore expected that drinking water will soon double
in price. In the countries neightbouring the Netherlands, high water tariffs are
already in use. (Germany: EURO 2, - per m3, Denmark: EURO 2,50 per m3)
2. Energy savings with the water recycling
Many industrial processes require the process water to be heated or cooled.

Well water and tap water have an average temperature of 10 °C and 13 °C
respectively. On average, every degree rise in temperature costs around
EURO 0,05 per m3. Every degree lowered in temperature costs around
EURO 0,07per m3.
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By re-using process water, the energy requirement demands are lowered and
therefore savings can be made on energy expenses.
3. Further cost savings when re-using process water
When preparing process water, certain elements are removed to increase the
performance of the system (e.g. the removal of iron from well water and the
softening of water by the removal of carbonates).
Apart from the removal of unwanted elements, other substances are usually
added to improve the water quality and promote the effectiveness of the
process (e.g. nutrients for plants in a horticultural nursery). When this water is
re-used, it is free of unwanted elements and already contains those elements
that are needed by the process, therefore lowering costs.
4. Stricter demands on water usage
Stricter demands are being made on the quality of the water flowing through
processes. Disinfection by means of environmentally friendly products is
highly recommended.
5. The costs of wastewater
The cost of draining off wastewater has risen by 20% in the past 5 years. This
cost is expected to rise even more. Some companies have therefore already
placed pre-treatment units for treating wastewater. In many cases, post
treatment of the water is also possible, therefore making it suitable for water
recycling in the process. The effluent water can also undergo a less effective
treatment and be used as cooling or cleaning water.
Solution 6: Let Market Forces Facilitate Water Conservation
Allowing market forces to facilitate water conservation by moderating demand

(through higher prices), and encourage investments in new technologies and
production facilities may help enhance Seychelles' freshwater assets and
alleviate the drinking water problem.
The growing demand for bottled drinking water is evidence that a market
exists.
Market forces alone, however, cannot regulate the production and distribution
of water, which is essential to the sustenance of life itself and therefore
cannot be permitted to be priced beyond the reach of the poor.
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Solution 7: Sand-filtration as Pre-Treatment for Desalination
Can sand-filtration be used as a pre-treatment for desalination ? If so, why

not sink a borehole into the sea bed: Even marginal reductions in salinity and
other impurities (inexpensive tests can be carried out by drilling at various
depths) can reduce desalination costs, and increase the output of treated
water…
Slow Sand Filtration Makes a Comeback
In the early 1800s, a Scotsman named John Gibb needed a way to provide
his bleachery with clean water. Taking matters into his own hands, Gibb built
a water treatment plant that utilized the slow sand filtration technique, which
is now regarded the oldest type of municipal water filtration. The facility he
built was so successful that it not only supplied water to his bleachery and
his town, but within three years, filtered water was piped directly to
customers in nearby Glasgow.
Since that time, slow sand filters have continued to provide potable water to
consumers throughout the world. In fact, some experts claim that slow sand
filtration currently is experiencing a resurgence in North America - especially
in smaller communities - primarily because it is a cost-effective and reliable
method of purification. Specialists say it may also be a suitable treatment
choice for rural homeowners who depend on private water sources for
household use.
How It Works
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In a slow sand filter, a combination of physical straining and biological
treatment effectively purifies the raw water. The process itself is relatively
slow- filtration rates ranging from 0.015 gpm/ft.2 to 0.16 gpm/ft.2 are common.
Because of their rather lethargic filtration rates, slow sand filtration systems
often must take up a large amount of space to produce substantial amounts
of filtered water. (Smaller systems do not require such extensive physical
space.) Extensive pilot testing during the design stage is critical to ensure
that the filter performs up to par.
In the system, untreated water percolates through a bed of uniformly graded

porous sand that overlies a gravel bed (see Figure 1 for diagram). The water
enters over the surface of the filter and is drained from the bottom. In a
mature filter, a rich, sticky, mat-like biological layer called a Schmutzedecke
forms in the top layers of the sand, where particles tend to settle because of
the slow rate of filtration. The Schmutzedecke is composed of biologically
active microorganisms, including bacteria, algae, and other single- and
multiple-cell organisms. The microorganisms break down and feed off of
organic matter in the water that is passing through the Schmutzedecke, and
inorganic particles are trapped and strained by this layer, as well. The
Schmutzedecke assumes the dominant role in slow sand filtration because it
allows the process to remove particles smaller than the sand could trap on its
own. To ensure that the biological community in this layer remains effective,
the filters should operate at a constant rate.
Eventually, flow becomes reduced because the filtered material and debris
begin to block up the Schmutzedecke. To increase the flow rate, the filter
must be cleaned by scraping and removing the top layer of sand. Until the
biological layer replenishes itself, the filtered water should not be used.
Advantages
While there are many other monitoring and operational tasks that need to be
performed (some daily), the scraping of the top layer probably is the most
time-consuming maintenance-related task that the slow sand filter requires.
However, even if one does not clean this top layer on a regular basis, the
quantity of filtered water will be reduced, but the quality of the water will not
suffer.
This limited maintenance to-do list is just one of the major advantages that
slow sand filters offer. However, cost is probably the biggest benefit of slow
sand filtration method. Materials used to build the system may be locally
found, making the cost of construction relatively inexpensive. Also, since
close, constant supervision is not necessary, the cost of operation also is
reasonably low.
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Another benefit of the filtration technique is that it there is no known negative
impacts of using this technology on the environment. In fact, because it is a
low-energy consuming process, slow sand filtration can actually help protect
the environment, as compared to other water disinfection techniques.
Other advantages of slow sand filtration:
• No pre-treatment chemicals, are required

• The system has great adaptability in components and applications
• Problems handling sludge are minimal
Limitations
Nothing is perfect in this world, and slow

sand filters are no exception. The systems
have several limitations that one should
consider before investing in them. As
mentioned previously, slow sand filters
Work is done on a
need a great deal of land, as well as
slow sand filter.
filtration materials, to produce significant
Courtesy of Dr. N.
amounts of treated water. Therefore, if a
Nakamoto, Shinshu
large amount of water is needed,
University.
substantial space needs to be set aside
for the system, which may not be feasible
in some environments. A lengthy testing period - preferably a year - also must
be reserved to ensure adequate performance throughout the four seasons.
Is Slow Sand for Us?

Slow sand filtration has many advantages, especially for small communities
and rural homeowners, but like every purification technique, it has its
limitations.
Table 1. Typical Treatment Performance of Conventional Slow Sand

Filters
Water Quality Paramenter vs. Removal Capacity
Turbidity <1.0 NTUU

Coliforms 1-3 log units
Enteric Viruses 2-4 log units
Giardia Cysts 2-4+log units
Crptosporidium Oocysts >4 log units
Dissolved Organic Carbon <15-25%
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Biodegradable Dissolved Organic Carbon <50%
Trihalomethane Precursors <20-30%
Heavy Metals
Zinc, Copper, Cadmium, Lead >95-99%
Iron, Manganese >67%
Arsenic <47%
Brief History of Drinking Water
The history of water treatment is still being written, as discoveries continue to

document its origins.
Early Egyptian paintings from the 13th and 15th centuries B.C. depict
sedimentation apparatus and wick siphons, and it is speculated that the
ancients utilized alum to remove suspended solids.
Historically, water was considered clean if it

was clear. Hippocrates, the Father of Medicine,
invented the "Hippocrates Sleeve", a cloth bag to
strain rainwater, in the 5th century B.C.
Skilled Roman engineers created a water supply

system that delivered 130 million gallons daily
through aqueducts between 343 B.C. to 225 A.D.
Public Water Supply Systems were born

at the end of the 3rd century B.C. in Rome, Greece, Carthage and Egypt.
Storage or settling cisterns were constructed to remove silt by plain

sedimentation.
From about 500 to 1600 A.D., there was little progress in water treatment
and its connection to public health.
Sir Francis Bacon, the great Elizabethan philosopher, chronicled only 10

scientific experiments in the preceding 1,000 years which related to water
treatment.
Drinking Water in the 17th and 18th Centuries
In 1680 the microscope was invented by Anton van Leeuwenhoek, and in

1685 an Italian physician named Lu Antonio Porzio designed the first multiple
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filter. These two unrelated events were to play important parts in the future of
water treatment.
Van Leeuwenhoek was accused of inaccuracy. The scientific community

regarded his sketches of microscopic organisms as unimportant
curiosities.
Then 200 years later, the scientists of the 19th century made the connection
between these "animacules," water, and health.
Porzio's filter used plain sedimentation and straining followed by sand

filtration. It contained two compartments (one downward flow, one upward).
In 1746, Parisian scientist Joseph Amy was granted the first patent for a filter
design, and by 1750 his filters for home use could be purchased. The filters
consisted of sponge, charcoal, and wool.
Drinking Water in the 19th and 20th Centuries
The first water facility to deliver water to an entire town was built in Paisley,
Scotland in 1804 by John Gibb to supply his bleachery and the town, and
within three years, filtered water was even piped directly to customers in
Glasgow, Scotland.
In 1806 a large water treatment plant began operating in Paris. The plant's
filters were made of sand and charcoal and were renewed every six hours.
Pumps were driven by horses working in three shifts. Water was settled for
12 hours before filtration.
In the 1870's, Dr. Robert Koch and Dr. Joseph Lister demonstrated that
microorganisms existing in water supplies can cause disease. Since then,
America has relied on several processes of water treatment to progressively
ensure the best water quality.
The Civil War interrupted the development of filtration in the United States;
however once the North and South were reunited, the U.S. became a leader
in the art of water treatment.
The year 1906 saw the use of ozone as a disinfectant in Nice, France.
Because of the equipment's complexity and cost, ozonation was less
prevalent in the U.S. Jersey City Water Works became the first utility in
America to use sodium hyperchlorite for disinfection in 1908, and the Bubbly
Creek plant in Chicago instituted regular chlorine disinfection.
The initial treatment process utilized slow sand filters to provide a more
aesthetic product. Within several years filtration was recognized for removal
41
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of undesirable particles and deadly bacteria, as those communities that
utilized it had fewer outbreaks of typhoid. William Stipe, superintendent of
water works at Keokuk, Iowa, organized a meeting of all persons concerned
with water-works at Washington University in 1881. The 22 participants
founded the American Water Works Association. Significant improvements to
water treatment in the latter part of the 19th century included the
development of rapid sand filters, filters, improved slow sand filters, and the
first applications of chlorine and ozone for disinfection. At the turn of the
century, chlorination became the most popular method in the United States
and numbers of typhoid dysentery and cholera case plummeted.
In 1914, the U.S. Department of The Treasury promulgated the country's first
drinking water bacteriological standard, a maximum level of 2 coliforms per
100 mL. By the 1920's , the use of filtration and chlorination had virtually
eliminated epidemics of major waterborne diseases from the American
landscape. These two decades also saw the development of dissolved air
flotation, early membrane filters, floc blanket sedimentation, and the solids-
contact clarifier.
Late 20th Century
Desalination Equipment 1940
A major step in the development of desalination technology arrived during

World War II when various military establishments in arid areas required
water to supply their troops.
In 1942 the U.S. Public Health Service adopted

the first set of drinking water standards, and the
membrane filter process for bacteriological
analysis was approved in 1957.
By the early 1960's, more than 19,000 municipal

water systems were in operation throughout the
U.S. Since the 1974 enactment of the Safe
Drinking Water Act, the government, the public
health community, and water utilitiesthroughout the country have worked
together to safeguard the nation's drinking water supplies and to ensure that
law protects public health in the best possible ways. Today, the AWWA leads
the effort to advance science, technology, consumer awareness,
management, conservation and government policies related to drinking
water.
Imon Ghosh Friday, August 20, 2004
42
Annex D
Invitees present at the Workshop for the

1st batch of SMB Supervisors on December 1 & 2, 2003
1. Andy Bristol
2. Claurida Telemaque
3. Maria Tirant
4. Francois Simara
5. Raymond Baker
6. Mica Monnaie
7. Samantha Bradburn
8. Monica Rose
9. Lyne Rasalie
10. Jovit Montemayor
11. Millie Pool
12. Sheila Tripp
13. Radhika Chasmawalla
14. Magdalene Marengo
15. David Francoise
16. Jimmy Cecile
17. Raymond Simeon
18. Christina Bamboche
19. Divina Sabino
20. Christina Germain
21. Sonny Barra
22. Sabrina Sabino
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Evaluation Questionnaire
SMB Workshops for Managers and Supervisors
November and December, 2003
Information and comments on this form will be used to help prepare and present future
workshops.
The evaluation of training workshops by participants forms an important part of the review
process for training conducted at SMB, and will be used to help prepare and present future
workshops. Please complete the form below by ticking the relevant boxes. There are additional
spaces for you to qualify or expand upon your answers if you wish, and there are some open-
ended questions near the end of the form. Thank you for your assistance.
Name:
Section / Unit:
* * * PLEASE RETURN COMPLETED FORM TO MR. IMON GHOSH OR MRS. MARYMONDE

MATATIKEN * * *
(1) The aims and objectives of the workshop were clear.
12 Strongly agree 10 Agree Disagree Strongly disagree
Comments:
• “The issues addressed were clear & related with my work.” - Christina Germaine
(Marketing)
• “Clearly listed out. Could remember them at the end of the session.” - Radhika
Chasmawalla (Marketing / Sales)
• “The explanation was very clear so that you can understand very well.” - Millie Pool
(Manufacturing – Foodpro Unit)
• “The course was very fruitful.” - Sheila Tripp (Marketing)
(2) The content of the sessions was relevant to the objectives and aims of the workshop.
44
Comments:
• “Agree because it has helped a lot of the Supervisors.” - Christina Bamboche (Builders
Depot)
• “Would have been more useful if reading material had been given in advance.” - Radhika
Chasmawalla (Marketing)
(3) Taken together, the sessions in the workshop formed a coherent whole.
Comments: No comments were offered for this question.
(4) The workshop as a whole was interesting.
Comments:
• “Very interesting.” - Francois Simara (ION)

• “The workshop is very interesting, especially working in teams. It helps also to know ones
co-workers working in other sections.” - Sheila Tripp (Marketing)
• “The activities done were certainly interesting but considering the depth of the topics and
time allocated for each, many times the participants would manifest fatigue and as a
whole it creates an atmosphere of lack of enthusiasm.” - Divina Sabino (HR & A)
• “I felt more time needed to be given to each topic.” - Radhika Chasmawalla (Marketing)
• “Quite interesting because each and every participant had the chance to participate and
share their views and concerns.” - Jimmy Cecile (Agri / ION)
(5) The workshop as a whole was relevant to my work.
Comments:
• “Not all modules relate to me directly. The thing is that maybe in the long run it will come
in handy. Since I am a trainee Product Manager in supply, I do not really have a team to
lead, so I can use my knowledge to help my co-workers.” - Sonny Barra (Import /
Supplies)
• “Yes, I now have more tools to work with.” - Jimmy Cecile (Agri / ION)
• “Most of the subjects we covered form part of my job.” - Claurida Telemaque (B Depot)
• “There are things that have been discussed and explained that are relevant to my work
but I’ve also got many new ideas.” - Sheila Tripp (Marketing)
(6) Sessions were well organised.
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Comments:
• “No wasting of time.” - Claurida Telemaque (Builders Depot, Store A)

• “Excellent.” - Sonny Barra (Import / Supplies)
• “Well coordinated and planned.” - Divina Sabino (HR & A)
• “But it needs more time. Time inadequate.” - Francois Simara (ION)
• “At least should be done once or twice a year.” - Sheila Tripp (Marketing)
(7) Workshop training and facilitation methods were good.

Comments:
• “The sessions were very lively and entertaining.” - Sonny Barra (Import / Supplies)
• “Could have used more practical exercises like the impromptu speeches.” - Radhika
Chasmawalla (Marketing / Sales)
• “So much material, too little time. Little time to grasp & ponder over some issues
discussed.” - Divina Sabino (Human Resources & Administration)
(8) There were sufficient opportunities for group members to share their own experience
and knowledge with others.
Comments:
• “It was very interactive.” - Samantha Bradburn (Creative Services / Marketing)

• “It was also a chance for many to open up & also meet others.” - Christina Bamboche
(Builders Depot)
• “Many were reluctant to go centre-stage & speak. Noticeably, most who went centre-
stage were trainees with little / no experience. Good sharing of knowledge.” - Divina
Sabino (Human Resources & Administration)
• “I had the chance to express myself and share my experience with others.” - Claurida
Telemaque (Builders Depot)
(9) Sharing experience and knowledge with group members was helpful to me.
Comments:
• “It helped me to know more about different sections and their roles.” - Claurida
Telemaque (Builders Depot)
• “Sometimes a problem surfaced among people from different departments - eg.
Resources which meant u r not the only one.” - Radhika Chasmawalla (Marketing)
• “I have learnt a lot through the experienced ones here.” - Christina Bamboche (Builders
Depot)
46
(10) The Handbook issued to participants of the workshop is good.
Comments:
• “Very detailed with good case studies / examples. Very informative.” - Divina Sabino
• “The course was on a very advanced level.” - Sheila Tripp (Marketing)
• “Larger space needed for notes.” - Francois Simara (ION)
• “It gave you a lot of information and helped you understand more.” - Claurida Telemaque
(Builders Depot)
(11) How do you rate the level of difficulty?
Too difficult 2 Difficult 13 Neither too easy 5 Easy Too easy

nor too difficult
Comments: 2 participants left all the boxes blank.
• “It was easy to understand and examples were based on our everyday situations.”
- Samantha Bradburn (Creative Services / Marketing)
• “It makes you think a lot of things that you were not aware or take notice.” - Mica
Monnaie (Finance – ISU)
• “Workshop should have been done in a span of 3 days at least.” - Divina Sabino (HR&A)
• “It was up to standard.” - Francois Simara (ION)
• “The bottles that represented the reservoir and how were we supposed to fix it: it was not
easy because it took time to think, but in the end when you get the results you can see
that it was not that difficult.” - Christina Bamboche (Builders Depot)
(12) Which aspects of the workshop did you particularly enjoy?
• “The Sync! and when we all had to go infront and speak for a minute and improvise
answers to the questions.” - Divina Sabino (HR & A)
• “Group discussions/group activity. This encourages team spirit and motivation. It also
makes us realize how important it is to work together as a team, and the difference
between working individually and working with others.” - Sabrina Sabino (Imports)
• “I enjoyed visioning and goal setting, and leading a team a lot. On the whole I enjoyed the
whole workshop.” - Sonny Barra (Import / Supplies)
• “Leading team process and how to develop communication skills.” - Jimmy Cecile (ION)
• “Being able to share experiences and views on the different topics that were being
taught.” - Samantha Bradburn (Creative Services / Marketing)
• “Delivering superior service. Visioning / goal setting.” - Mica Monnaie (Finance – ISU)
• “The experience sharing parts and where we had to rate our performances.” - Raymond
Simeon (Support Services – Security Unit)
• “When working in groups.” - Claurida Telemaque (Builders Depot)
• “The part where we had to answer these questions unprepared.” - Christina Bamboche
• “I enjoyed the whole workshop.” - David Francoise (Refrigeration)
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(13) Which aspects would you like to see improved or changed, and in what ways?
• “No changes, except that the course should be done once or twice a year.” - Sheila Tripp
• “Too much group work.” - Francois Simara (ION)
• “Some group members were reluctant to participate so I think it would be better if there
was more group activities to enable more participation.” - Sabrina Sabino (Imports)
• “I think that the 4 topics are OK. It’s just that sometimes discussion on certain topic the
time was limited, for deeper debate.” - Mica Monnaie (Finance – ISU)
• “Communication skills: Put it in actual scenario like, one member of a team with blindfold
& he has to draw a figure based on the explanation of a leader. This will test how
effective is the communication whether it is clear or accurate in every details of the
figure.” - Jovit T. Montemayor (Manufacturing / BDR)
• “Maybe a longer period of time for the workshop. Maybe a higher level workshop as well.”
- Sonny Barra (Import / Supplies)
• “The workshop was well conducted and is very beneficial in building ones line of work.”
- Samantha Bradburn (Creative Services / Marketing)
(14) Was the timetabling of the workshops convenient for you?
• “No.” - Raymond Baker (Tea & Coffee)

• “It was fine, but 3 days would be better to be able to participate more.” - Mica Monnaie
• “It would have been more convenient if the workshop was carried out only in the
mornings and perhaps it should have been for 3 or 4 days instead of only two.” - Sabrina
Sabino (Imports)
• “Yes, one should allow time for such matters.” - Samantha Bradburn (Creative Services)
• All the other responses were ‘yes’.
Thank you for your cooperation in completing this form. Please return it to your
Trainer - Mr. Imon Ghosh, or the Training Co-ordinator - Mrs. Marymonde Matatiken.
48
nd
2 batch of SMB Supervisors on December 4 & 5, 2003
1. Jimmy Pauline
2. Jose Esparon
3. Patrick Appoo
4. Maryse Port-Louis
5. Monica Camille
6. Jacqueline Domingue
7. Brigitte Hoareau
8. Beryl Adeline
9. Tony Moustache
10. Emmanuel Damoo
11. Rita Vadivello
12. Anastasia Maria
13. Myrna Bonnelame
14. Michel Robert
15. Cynthia Camille
16. Jacqueline Mederick
17. Dothy Horter
18. Denise Bonne
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workshops.
Name:
Section / Unit:

MATATIKEN * * *
Comments:
• “Yes, they were very clear and to the point.” - Emmanuel Damoo (Manufacturing - BDR)
• “Every module in this workshop has been clearly explained.” - Maryse Port-Louis
(Support Services)
• “He was a very clear tutor. And very helpful.” - Rita Vadivello (Builders Depot)
Comments:
• “Strongly agree as I was here to know what makes a good supervisor.” – Tony
Moustache (CMU)
50
• “Yes it was very relevant to the objectives & aims of the workshop.” – Cynthia Camille
(Finance Section)
Comments: 1 participant left all the boxes blank.
• “Yes all the sessions tend to complement each other.” - Emmanuel Damoo
• “It has helped us more to focus on ourselves, our co-workers and our customers.”
- Beryl Adeline (Builders Depot)
Comments:
• “Everybody had a great time. Just two days seems too short to cover all the topics in
every detail.” - Tony Moustache (CMU)
• “It’s the first workshop which was so lively and interesting. He gave us the chance to
participate and know our self-esteem.” - Jacqueline Mederick (Finance / AS400, ISU)
• “It was very interesting. I’ve enjoyed every bit of it.” - Brigitte Hoareau (Marketing)
• “Because he speak word by word for you to understand the meaning.” – Monica Camille
(Corporate Security)
• “It was very interesting because we have learned a lot of useful things.” – Maryse Port-
Louise (Support Services)
Comments:
• “Yes, I’ve learnt so many things that will be a tool to my work.” – Brigitte Hoareau
• “Yes concerning setting goals, team work and sharing leadership.” – Emmanuel Damoo
• “In Finance Section, we barely meet customers except at month end, at payment time
and sometimes not at all.” - Dothy Horter (Finance)
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Comments:
• “I was given short notice, but I’m happy in the end.” - Jose Esparon (Workshop)
• “Yes it was well organised & I was very pleased to attend.” - Cynthia Camille (Finance)
• “The letter was sent a bit late.” - Rita Vadivello (Builders Depot)
• “Very well organised. Mr. Imon was a good teacher.” - Emmanuel Damoo
• “Because the letter was a bit late.” - Monica Camille (Corporate Security)
• “Just hope it could have been longer.” - Tony Moustache (CMU)
• “Keep it up.” - Anastasia Maria (Marketing – Warehouse No. 8)
Comments:
• “Yes as during the workshops a lot of experience was shared.” - Jacqueline Domingue
(Sales)
• “We all had a chance to participate individually.” - Beryl Adeline (Builders Depot)
• “Yes the training and facilitation was very good.” - Emmanuel Damoo
• “Two days were not enough.” - Jose Esparon (Workshop)
Comments:
• “Yes, we were able to express our opinion & pass on our experience with other
colleagues.” - Brigitte Hoareau (Marketing)
• “Everyone had the chance to express themselves.” - Maryse Port-Louise
• “Yes we all participated.” - Emmanuel Damoo (Manufacturing – BDR)
• “We all want to learn more from one another.” - Jacqueline Mederick (Finance/AS400)
Comments:
• “Helped me learn a lot.” - Michel Robert (Finance / ISU)

• “We shared great experiences.” - Cynthia Camille (Finance)
• “I didn’t have that chance before.” - Jose Esparon (Workshop)
• “Yes I had the opportunity to gain insight with the other supervisors.” – Emmanuel Damoo
• “Yes, I’ve learnt how their jobs operate, the problems they face, and working in Team
Spirit to find answers.” - Brigitte Hoareau (Marketing)
52
• “It will also serve as an enhancement on our knowledge and skills gained at the
workshop into our day-to-day performance.” - Myrna Bonnelame (HR & A)
• “Very helpful.” - Jose Esparon (Workshop)
• “Well organised.” - Maryse Port-Louis (Support Services)
• “When I’m in doubt I could refer to it.” - Michel Robert (Finance / ISU)
• “The handbook was great. There was a lot of information.” - Emmanuel Damoo

nor too difficult
• “It got us thinking more about how to analyse and apply the newly learnt skills.”
- Myrna Bonnelame (Human Resources & Administration)
• “The explanation was good.” - Jacqueline Domingue (Sales)
• “It was very challenging.” - Michel Robert (Finance / ISU)
• “He helps me to have more confidence in myself. He is really a good teacher. I have
learnt a lot.” - Jacqueline Mederick (Finance / AS400, ISU)
• “Every bit of it. Especially the public speaking. It was fun.” - Brigitte Hoareau (Marketing)
• “Visioning & goal setting.” - Patrick Appoo (Support Services)
• “Teamwork & leadership.” - Anastasia Maria (Marketing / Warehouse No. 8)
• “Presentations.” - Denise Bonne (Manufacturing)
• “Speaking in front of the class.” - Jimmy Pauline (Corporate Security)
• “When we had to stand at the front to give a speech on any subject that came up. It was
a great experience as we don’t often get a chance to do this.” - Dothy Horter (Finance)
• “Everything.” - Emmanuel Damoo (Manufacturing – BDR)
• “The public speaking should be a bit longer.” - Beryl Adeline (Builders Depot)
• “Tasks /questions were not always definitely clear for every team member. Though Mr.
Ghosh is a great teacher and made me feel at ease through the session.” - Dothy Horter
• “I don’t think that there’s anything to change. Everything was clear and understandable.”
- Michel Robert (Finance / ISU)
• “I will have liked the workshop more often as two days was not enough.” - Tony
Moustache (CMU)
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• “Public speaking was the aspect I would like to improve myself.” - Cynthia Camille
(Finance)
• “All was very fine and helpful.” - Patrick Appoo (Support Services)
• “Well for myself nothing at all.” - Emmanuel Damoo (Manufacturing – BDR)
• “It was good.” - Monica Camille (Corporate Security)

• “The time was too short. Because there was a lot to learn.” - Maryse Port-Louis
• “I had no problem with that.” - Tony Moustache (CMU)
• “Yes, though I was busy being at the beginning of the month. I took time to complete my
work at lunchtime.” - Dothy Horter (Finance)
• “Yes, because I was on my annual leave.” - Jacqueline Domingue (Sales)
54
3rd batch of SMB Supervisors on December 11 & 12, 2003
1. Stella Laurence
2. Harry Bistoquet
3. Kingsley Pouponneau
4. Marie-Madeleine Haidee
5. Lorna Freminot
6. Lysianne Rapide
7. Lorna Volcy
8. Myriam Ferley
9. Juliana Esparon
10. Jossy Florentine
11. Marie-Andre Freminot
12. Maryliane Nolin
13. Marie-Claude Julie
14. Mary-Anne Bristol
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workshops.
Name:
Section / Unit:

MATATIKEN * * *
Comments:
• “The workshop was job related and of personal benefit, and I take it as an investment for
future endeavours.” - Marie-Claude Julie (Finance)
• “It had been well explained.” - Juliana Esparon (Support Services)
• “He was very clear and very helpful.” - Marie-Madeleine Haidee (Marketing)
• “I’ve learnt a lot.” - Marie-Andre Freminot (Security)
• “It will help me set my goals, communicate more, and deliver superior service.” - Lorna
Freminot (Marketing ITU)
56
Comments:
• “The sessions content were full of actual examples related to communication, visioning,
goal setting, etc.” - Marie-Claude Julie (Finance)
• “It will help you to improve especially when working with customers.” - Juliana Esparon
• “Everything was clear.” - Mary-Anne Bristol (Support Services)
• “I wish the workshop must continue in future.” - Harry Bistoquet (Hatchery)
• “It has helped me to build self-esteem.” - Marie-Madeleine Haidee (Marketing)
• “The sessions were all related.” - Marie-Claude Julie (Finance)

• “Yes, we had a good time together even though we are from different units.” - Marie-
Madeleine Haidee (Marketing)
• “Helps one another to understand at the end what we are trying to make our company.”
- Juliana Esparon (Support Services)
Comments:
• “It was beyond my expectation, full of great inspiring examples.” - Marie-Claude Julie
• “Mr. Ghosh knows what he is talking about.” - Kingsley Pouponneau (BDR – Mfg.)
• “It was great to learn new ideas to implement in our duties, which we were neglecting.”
- Mary-Anne Bristol
• “The teacher was very good. I have good ideas to share with others.” - Lorna Freminot
• “It gives me so many ideas that I did not know.” - Juliana Esparon (Support Services)
• “Interesting. Lively.” - Lysianne Rapide (Builders Depot)
Comments:
• “Everything I learnt during these two days is needed in my everyday work.” - Mary-Anne
Bristol (Support Services)
• “Yes, communications skills, satisfied customers.” - Marie-Madeleine Haidee (Marketing)
• “It will help me a lot in my work to operate and organise better services for my company,
and country.” - Lorna Freminot (Marketing ITU)
• “It came at the right time.” - Kingsley Pouponneau (Manufacturing – BDR/Soap & TP)
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• “Pli bon ki sa i a gate’ Well done !” - Kingsley Pouponneau

• “The organisation was good, the venue was very comfortable, the atmosphere was very
relaxing and the presenter had a way to really get participants to believe in themselves.”
- Marie-Claude Julie (Finance)
• “Yes, but send the memo one week before.” - Lorna Volcy (Foodpro)
• “The length of sessions could have been a bit longer, and we will not have to rush from
one topic to another.” - Mary-Anne Bristol (Support Services)
• “Well organised. Everything was on time.” - Lysianne Rapide (Builders Depot)
• “Very well organised.” - Juliana Esparon (Support Services)
• “Everything was ready & on time.” - Kingsley Pouponneau (Manufacturing – BDR)

• “The facilitator used examples of things that have actually happened. There was good
communication between all participants.” - Marie-Claude Julie (Finance)
• “Open microphone. In group sessions, everybody had to participate.” - Kingsley

Pouponneau (Manufacturing – BDR)
• “Every member was given chances to share their ideas.” - Mary-Anne Bristol (Support
Services)
• “Definitely, more than enough and no doubts about this.” - Marie-Claude Julie (Finance)
• “There was sufficient time for us to express ourselves.” - Harry Bistoquet (Hatchery)
• “Yes, it was very amusing.” - Marie-Madeleine Haidee (Marketing)
Comments:
• “I’ve learnt about others experiences and I also shared mine, and by bringing all together
I will be very efficient in my duties.” - Mary-Anne Bristol (Support Services)
58
• “It makes the whole workshop more inspiring.” - Marie-Claude Julie (Finance)
• “Sharing experience and knowledge in group is very helpful to me. Because in SMB
everybody has different ideas.” - Lysianne Rapide (Builders Depot)
• “I learnt a lot about others in the workshop.” - Marie-Andre Freminot (Security)
• “Being new in the SMB family, I’ve been able to learn quite a lot.” - Kingsley Pouponneau
(Manufacturing – BDR)
9 Strongly agree 4 Agree 1 Disagree Strongly disagree
• “(Disagree) Because the figure is too small, and my eyes are not good.” - Lorna Volcy
(Foodpro)
• “Well written & easy to follow. I will be able to keep it as a reference.” - Kingsley
Pouponneau (Manufacturing – BDR)
• “Its good but may be certain wordings could be made simple for certain participants.”
- Marie-Claude Julie (Finance)
• “A well organised hand book.” - Mary-Anne Bristol (Support Services)

nor too difficult
• “I did not find it difficult but rather challenging and very interesting.” - Marie-Claude Julie
(Finance)
• “Quite well and good.” - Juliana Esparon (Support Services)
• “I was able to follow without any difficulty.” - Kingsley Pouponneau (Manufacturing –
BDR)
• “Leading teams. Communication.” - Lysianne Rapide (Builders Depot)

• “Speaking without notes.” - Marie-Claude Julie (Finance)
• “I particularly enjoyed the Party Mix, because it helped me to have confidence in myself.”
- Lorna Freminot (Marketing ITU)
• “Customer service, good communication and also how to lead.” - Juliana Esparon
(Support Services)
• “I really enjoyed the Party Mix.” - Myriam Ferley (Import Section, Supplies Unit)
• “None.” - Mary-Anne Bristol (Support Services)

• “Public speaking. It’s not easy to stand in front of an audience.” -Lysianne Rapide
(Builders Depot)
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• “Written activity as the questions were not precise enough.” - Kingsley Pouponneau
(Manufacturing – BDR)
• “I think that the session was well presented.” - Myriam Ferley (Import Section)
• “I see everything O.K. The teacher was excellent.” - Lorna Freminot (Marketing ITU)
• “No.” - Jossy Florentine (Corporate Security)

• "Yes, because I know that my junior staff have the competence to perform their job in my
absence.” - Myriam Ferley (Import Section, Supplies Unit)
• “Yes it was good and convenient for me.” - Juliana Esparon
• “Yes, it has helped me a lot.” - Marie-Andre Freminot (Security)
• All the other responses were ‘yes’.
60
Annex E
The benefits of training

By Imon Ghosh (Manager, MD's Office)
It's all to do with the training: you can do a lot

if you're properly trained.
~ Queen Elizabeth
Creating a learning organization that is able to fulfill its mission of building the
future for the people of Seychelles is a priority at SMB.
The importance that SMB places on training is seen in the creation of a

spacious new conference facility located in the HRA block.
Regular training and learning opportunities are an investment that allow

employees to prosper and develop their careers, while giving the organisation
a highly skilled workforce, and a competitive advantage in the market.
Studies of training reveal that organisations with lower staff turnover spend
the most on training and education. Minimising staff turnover benefits the
organization: replacing staff is a costly process - skills are lost, resources are
disrupted, and recruiting new personnel takes time and money.
Training increases the skill-set of the workforce, enabling it to engage in a

wider range of tasks and responsibilities. The benefits of a trained workforce
have been shown to flow through to customers who become more satisfied
with the improved level of products and services.
Training is also a perfect opportunity for staff to get to know each other.
So why does SMB invest in training, and in your future ?
How training benefits the organization
Improves the job knowledge and skill at all levels of the organization.
Improves the morale of the work force.
Helps people identify with organizational goals.
Helps create a better corporate image.
Aids in organizational development.
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Aids in understanding and carrying out organizational policies.
Organization gets more effective decision making and problem solving.
Aids in development for promotion from within.
Aids in developing leadership skill, motivation, loyalty, better attitudes,
and other aspects that successful workers and managers usually display.
Aids in increasing productivity and/or quality of work.
Helps keep costs down in many areas, e.g. production, personnel,
administration, etc.
Stimulates preventive management as opposed to putting out fires.
Creates an appropriate climate for growth, communication.
Aids in improving organizational communication.
Helps employees adjust to change.
Aids in handling conflict, thereby helping to prevent stress and tension.
Benefits to the individual which in turn ultimately benefit the

organisation:
Helps the individual in making better decisions and effective problem

solving.
Aids in encouraging and achieving self-development and self-confidence.
Helps a person handle stress, tension, frustration and conflict.
Provides information for improving leadership knowledge, communication
skills and attitudes.
Increases job satisfaction and recognition.
Moves trainee toward personal goals while improving interaction skills.
Develops a sense of growth in learning.
Helps a person develop speaking and listening skills; also writing skills
when exercises are required.
Helps eliminate fear in attempting new tasks.
Benefits in personnel relations, and policy implementation:
Improves communication between groups and individuals.

Aids in orientation for new employees and those taking new jobs through
transfer or promotion.
Improves interpersonal skills.
Makes organization policies, rules and regulations viable.
Improves morale.
Builds teamwork and cohesiveness in groups. Makes the organization a
better place to work and live.
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SMB’s Training Strategies
By Imon Ghosh (Manager, MD's Office)
The best way to predict the future is to create it.

- Peter Drucker
What would it take to enjoy work as much as play? People, after all, will often
pay for the privilege of working harder at play, than they will work when they
are paid!
Our MD states that “I have always preached the principle that no human
being should do a job he or she doesn’t like because they won’t do it
properly.
Going to work should be more like going to a fun place. If you give a person
a job that he enjoys and feels right, he will be able to do a better job than
what is expected of him.
My advice to the workers of SMB, both new and old, is to continue believing
in what you are doing because the day you stop believing in it is the day you
stop working with your heart.” (Inside SMB, Issue 19, March – April 1999)
Unlike educational instruction methods used at school or even university,

corporate training focuses more on the use of training games and other
interactive strategies rather than just the lecture method.
Participants in corporate training workshops and seminars are experienced

and knowledgeable (even specialized) in their field. They are professionals
who are committed to continually upgrading their work skills and knowledge
base as well as to life-long learning, but who may take offence (or become
bored) if lectured to.
We live in an era of exploding information, where the half-life (or useful shelf-
life) of most knowledge is around 6 years. With a little initiative and self-
motivation plus a few research skills, anyone can surf the internet, listen to a
tape or read a book to gain relevant work-related and performance enhancing
information. Indeed, this is what professionals in every field do all the time …
In this context, what value addition can SMB’s corporate training interventions
offer?
Send a few people to a training course, and they often report difficulty
integrating their new knowledge and skills into their work, because the rest of
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their team isn’t in sync with the new mindset and skills that they have picked
up.
Team learning is where our comparative advantage is: When teams reflect
on their work, share experiences, solve problems and learn together, the
dynamic of the workplace changes and a synergy is created that constitutes
the building blocks of a learning organization.
This is crucial because we also live in an era of accelerating change, and

building a learning organization may represent the best chance to survive,
thrive, and make meaningful contributions to our customers, and to society at
large.
As Jayant Mayadas, SM (Manufacturing) observes, “A successful

organization just has to be a learning organization. Machines don’t learn,
people learn. We can always find ways to develop that open-minded attitude,
which will give us the opportunity of learning something new, all the time.
SMB’s diversity offers considerable learning options. Personal development
always leads to organizational development, which in turn feeds back to
personal development. As someone smart once said, the mind is like a
parachute - it always works best when it is fully open.”
The training function, when properly structured, resourced and managed,

contributes to an organisation’s development by disseminating knowledge
and skills, facilitating teamwork, improving effectiveness and morale, and
enhancing productivity, among other benefits.
The commitment of SMB’s management to training is clear from the

resources that are made available for this purpose - including the spacious
new conference and training facility in the HRA block.
A Training Committee has been established to guide SMB’s training

programmes, comprising of Mr. Darwin Athanase (SM – HRA), Ms.
Marymonde Matatiken (HRDO), Mr. Jeffrey Appoo (SM – CMU), Mr. Amitesh
Banerjee (Communications Manager) and Mr. Imon Ghosh (Manager, MD’s
Office).
The objective of all SMB training interventions and investments is personal

and organizational development. In the past, SMB training programmes have
ranged from the ongoing service delivery training mandated by the national
visioning exercise, to in-house computer training for non-computer literate
staff, occupational health and safety training, workshops for employees who
interact with the media, and modules on visioning & goal setting, leading
64
teams, communication skills and delivering superior service for SMB
Managers and Supervisors.
What new training initiatives are in the pipeline? SMB’s in-house capacity to
develop and customize training content is being augmented with a trainers’
resource library. This will enrich our training programmes with audio and
video content, and access the wisdom of leading management thinkers and
personal development specialists from around the world. Even trainers need
to be inspired!
Training resources being acquired include the Service First Video Library, a
set of 12 customer service training videos, and The Effective Manager
Seminar Series, as well as books, CDs/DVDs, and training software.
We are also developing the capacity to create our own training videos,
besides documenting training and coaching sessions, and meetings
conducted by visiting experts (from Tetrapak etc.) for future use. A visual
record that captures technical knowledge and experience sharing can help
augment our institutional learning, and communicate best practices. Such a
facility, for example, can be used to train SMB’s machine operators in the
basic maintenance of their equipment, thereby enriching their work content,
and help to reduce production downtime.
In response to feedback from our internal customers, training modules will

primarily be based on a half-day format to facilitate participation without
disruption of work. These modules can be combined, where necessary, to
create workshops of longer duration.
Based on the findings of our earlier training needs analysis, which will be
periodically updated, a variety of training modules (including team building /
team problem solving, quality customer service, communication and
persuasion skills, time management, negotiation skills, managing stress,
project management, and leadership skills etc.) are being prepared. Our goal
is to customize these modules, and make them available on demand to work
groups and workshop participants across all units of SMB.
Learning involves the creation of meaning - not just the consumption of

knowledge. Besides enhancing functional skills and teamwork, training helps
organizations manage change.
Developing role-playing scenarios in collaboration with Unit Managers that

capture the challenges faced by a team or work group, and facilitating
experience and knowledge sharing between group members has proved to
be an effective learning tool for the staff at the SMB Supermarket and Meat
Corner, as well as the SMB Sales Team. Other SMB work groups can
benefit from taking part in similar exercises. Combined with mentoring and
on-the-job coaching, these programmes will give every member of the SMB
family an opportunity to develop his or her skills.
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The greater use of customized training games, developing online content that
can be downloaded-on-demand from the SMB intranet for self-paced
learning, and using business simulation games during training are future
projects that SMB’s Training Committee will explore as we work to build a
learning organization.
Recent research on the nature of human intelligence suggests that we are of

two minds: an experiential mind and a rational mind.
Our experiential mind learns directly, thinks quickly, pays attention to the
outcome, and forgets slowly. Our rational mind learns indirectly, thinks
deliberately, pays attention to the process, and forgets rapidly.
We need both our minds. Games and interactive strategies appeal directly to
the experiential mind. When combined with debriefing discussions, they
provide a powerfully balanced approach to whole-brain learning.
Members of the Training Committee have also been brainstorming the

possibility of organizing seminars, modelled after those used in Executive
Development Programmes at business schools, that address issues of topical
business interest like globalization, and technological changes etc. that affect
our business prospects. Subject matter experts within SMB will be invited to
share their knowledge at these seminars.
There are ten global trends in the workplace that are relevant to the use of
interactive strategies:
1) Teamwork. Every week, more and more organizations are being

flattened. During the past decade, traditional bureaucracies have been
replaced by team-based structures. The complexity of knowledge work
requires collaboration among members of cross-functional teams. If
employees are going to work in teams, it makes sense to train them in teams.
Therefore, individual instruction is being increasingly replaced by team-based
learning.
2) Large-scale participation. Everyone wants a piece of action. In the

workplace, employees want to have a say in the way they are being
managed. Computer and communication technologies support demands for
increased participation. Such participation not only makes moral sense but
also business sense.
3) Learning Organizations. Peter Senge’s 1994 conceptual framework that

organizations can suffer from fatal learning disabilities has now become an
accepted truth. More and more organizations are using operational
strategies related to the five disciplines Senge identifies as systems thinking,
personal mastery, mental models, building shared vision, and team learning.
66
4) Globalization. Technologies of travel and communication have reduced
distance to an insignificant variable. This is changing the way business is
conducted.
5) Changing characteristics of learners. People born after 1970 and raised

on “Sesame Street”, MTV, and video games have learning and performance
characteristics that are different from those for whom traditional training is
designed.
6) Increasing diversity among learners. Participants in corporate training

programmes are heterogeneous. These learners are also proud and
protective of their individual differences, and are unwilling to accommodate
themselves to centralized, standardized methods of instruction. Games and
other interactive strategies enable us to exploit this diversity.
7) Self-Help Groups. People have discovered the advantages of receiving

and giving training and therapy through the sharing of experiences, insights,
and skills with each other.
8) Virtual Participants. An unobtrusive and powerful benefit of the Internet

revolution is its ability to encourage introverts to interact.
9) More training. Train-the-trainer programmes are being converted into

train-the-facilitator programmes. Facilitation models now incorporate an
eclectic collection of strategies from creativity, instruction, organizational
development, community action, quality control, application design, project
management, systems thinking, future scanning and team building.
10) The computers are here. Ten years ago, interactive approaches such as
simulation gaming were constrained by the cost and complexity of
computation technologies. We now have computer power on everyone’s
desktop that is capable of providing interactive, high-fidelity, virtual reality
simulations in any complex area. Several companies offer computer game
design templates that allow non-specialists to create multimedia activities.
Jude is our in-house expert in this area.
According to Charles Coonradt (author of The Game of Work) goals are the
motivating force in athletics. If you took the goals out of football, what would
you have? If you took the goals out of basketball, you would have ten guys
(or gals) running up and down the floor just dribbling the ball.
When we walk onto the tennis court, we know the goal is to win. When we go
onto a football field, we know where we have to put ourselves and what our
performance has to be to score. In athletics, goals are more clearly defined
than in business. Goals are the main reason people will pay for the privilege
of working harder when they play, than they will work when they are paid …
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If you can’t measure it, you can’t manage it.

- George Odiorne
Imon Ghosh Victoria, Mahe Island, Seychelles June 23, 2005
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.. Manager, SMB, Latanier House

.. Latanier Road, Victoria, Mahe

Imon's application for the

Senior Lecturer position

1. Imon's cover letter 3

3. Personal mission statement 13

4. Goals for contributions as an Economist 13

5. Goals for contributions as an Author 14

6. Goals for contributions as a Trainer 15

A: Concept note for earning foreign exchange for SIM 16

B: Text of speech on Monetary and Fiscal Strategies

C: Paper on Enhancing Seychelles' Freshwater Assets 24

D: Workshop participant feedback 43

E: Articles on The Benefits of Training, and Corporate

June 23, 2005

Your recent advertisement in the Seychelles NATION inviting applications for

Besides being a corporate trainer, manager, economist and development

A paper I wrote on Reducing Rural Poverty (which was abridged and

I would be delighted if my skills, experience and passion as a corporate

With all good wishes,

Objective: To lead strategic institutional initiatives, and enhance lives as an

Skills set: Strong leadership and teamwork abilities. Inspiring training,

07/2003 to date: Manager, MD's Office, Seychelles Marketing Board.

My responsibilities as Manager in the MD's Office include developing and

• Conducted leadership development workshops for 200 SMB Managers

08/2002 – 07/2003: Economics faculty at the Nopany Institute of

The Nopany Institute of Management Studies (NIMS) was founded in August

• Took the initiative to have NIMS accredited as an Institutional member of

On the invitation of the founding Vice-Chancellor of NUJS, Prof. N.R.

• A paper I wrote on Reducing Rural Poverty has been included in the

05/2001 – 07/2002: Creative Director of the National Advertising

• Guided the Agency's creative teams in conceptualizing and executing

09/2000 – 04/2001: Pre-Sales Specialist with the Web Development

Established in 1998, the Web Development Company (WDC) offers a wide

• Conceived and oversaw execution of communications strategy for WDC

01/1998 – 08/2000: Established The Imon Ghosh Life-Skills Workshops

• Conducted workshops and seminars on Goal Setting Skills, Effective

01/1996 – 12/1997: Served on the faculty of the Kodaikanal

Established in 1901, the Kodaikanal International School is an autonomous,

• Elected High School Staff representative to the school's library

11/1993 – 12/1995: Educational Consultant with World Book

• Made Senior Consultant within a year.

06/1991 – 10/1993: Established own Advertising and Management

• Developed communications strategies and media campaigns for clients.

01/1983 – 05/1991: Advertising Copywriter and Client Service

• Conceptualised media campaigns, wrote advertising copy, made

Committed to life-long learning and continuous personal growth. Grateful for

Publications: Published articles in various newspapers and journals,

An article on jumpstarting India's rural economy was published on the

Hobbies: Enjoy reading extensively, writing (economics, life-skills,

Professional Associations / Community Involvement

Rotary : Served as Youth Services Director of the Rotary Club of

Committed to environmental issues: Initiated two environmental class action

References: Available on request.

My personal mission statement is to enhance lives as an economist, author

Goals for contributions as an Economist

Goals for contributions as an Author

"Words still offer the most complete kind

Writing is a personal passion, and I have earned a living as a writer since

What books would I like to write, keeping my personal mission of enhancing

Besides volumes on economics and personal development, I would enjoy

My dream as an author is to complete at least two book length manuscripts

I have designed and delivered interactive workshops and seminars on

Imon's Cover Letter, CV and Samples of Work

Imon's Cover Letter, CV and Samples of Work