Dear Editor,

BRAVO to an amazing group of professionals in and around the Princess Juliana International Airport on Sunday, August 7, and Monday, August 8, 2025.

I happened to be at the airport, as I was expecting 4 friends arriving on the West Jet flight from Toronto. I witnessed the WS2276 landing and the aftermath. As a pilot user of the airport facilities for the past 51 years, I am in awe of the level of dedication, coordination, and professionalism displayed by so many that sprang into action. I apologize if I fail to mention a person, or group of persons who were there and who contributed to a good ending of what could have been a disaster for this Sweet St. Maarten Land, but know that it is not intentional.

A shout out of thanks and appreciation to:

- the calm, cool and professional lady ATC Tower Traffic Controller, who was crisp, precise, and calm throughout her instructions, questions, and directives to the crew of WS2276;

- the super-fast, efficient, and obviously well-trained Juliana Airport Fire Department First Responders;

- the just as fast, well-trained, and efficient PJIA Operations Coordinators, directing and controlling everyone on the airside ramps and runway, as well as inside the airport building;

- the Menzies ramp staff, who strutted “their stuff” and when the all clear was given, managed to get the checked bags, hand-luggage, and individual items from seat backs to the passengers;

- the men and women of the SXM Immigration, the SXM Customs Department and the Marechaussees on hand, who were all friendly, helpful and accommodating;

- the yellow vested staff of Juliana Handlers, Signature, Execujet, Halley Travel, Accessible Ventures, as well as the Airport Porters.

A VERY SPECIAL shout out to the amazing homegrown owned and operated aircraft maintenance company SUNLINE TECHNICAL MAINTENANCE led by son-of-the-soil Frantz Dulorme, who together with the other local company JOJO HEAVY EQUIPMENT led by John Richardson Sr. and Jr., as well the Crane Operators who all together successfully removed the crippled B737-800 MAX jetliner off the runway and into a safe spot on the Echo Ramp now awaiting what’s next.

Oh, I was also impressed by the hands on, “let’s get this done” attitude and efforts displayed by the top brass of the SXM Airport and our Minister of TEATT and her staff.

This was a performance of which all Born-Here and Born-To-Be-Here St.Maarteners can be extremely proud. I know I am.

Michael J. Ferrier

Recently, on Facebook, my friend Achim Henriquez posted a comparison of electricity prices across the ABC islands. He asked a simple but important question: Why is electricity so much cheaper in Aruba than in Curaçao?

I followed the thread and saw many reactions – some humorous, others well-meaning – but few that truly addressed the issue. Because this question is too important for guesswork, I want to lay out the main factors that explain the differences between our islands. Only by understanding them can we have a rational discussion about solutions.

Demographics and urbanization

Curaçao covers 444 km² with around 185,500 residents, while Aruba is smaller – 180 km² – but has a population of 108,500, resulting in much higher population density. Aruba’s development is heavily concentrated in specific areas, particularly hotels and tourism zones. Curaçao’s infrastructure, by contrast, is spread widely across the island.

This matters because a smaller, denser grid is cheaper to maintain and expand. Aruba simply needs less extensive distribution networks for both water and electricity.

Demand levels

Aruba’s average household and commercial electricity use is far higher – 22,500 kWh annually, compared to Curaçao’s 8,391 kWh. Water consumption tells a similar story. Aruba’s economy, driven by hotels and tourism, requires much more power and water, creating economies of scale that lower per-unit costs.

Curaçao, with more modest demand, must still cover many of the same fixed production costs. Fewer kilowatt-hours sold means those costs are divided among fewer customers, pushing up tariffs.

Geography and distribution

Curaçao’s water network stretches over 2,744 kilometers, with 21 pumping stations and 11 storage tanks. Aruba’s system, by comparison, covers just 1,052 kilometers, with 5 pumping stations and 7 tanks. Maintaining Curaçao’s larger, more complex network drives costs higher.

On the electricity side, Curaçao’s grid is about 1,700 kilometers, while Aruba’s is only 1,200 kilometers. Once again, Aruba’s compact geography works in its favor.

Production costs

The peak electricity demand on both islands is similar – 164 MW in Curaçao and 170 MW in Aruba. This means Curaçao must maintain nearly the same production capacity as Aruba, but with lower total annual consumption. In practice, that translates to higher costs per megawatt-hour.

The way forward

So, what can Curaçao do?

Grow the economy responsibly – More demand spreads fixed costs across a larger base, but usage must also remain efficient.

Invest in renewable energy – Collective and individual solar investments reduce fuel dependency, ease pressure on the grid, and indirectly affect water prices.

Population growth tied to economic growth – In many cases, population growth follows economic expansion within 1-2 years.

Upgrade efficiency – Continued investment in more efficient production and distribution systems is essential to reduce long-term costs.

We should be cautious with political promises about “lower tariffs.” Too many factors are outside our control, from geography to economies of scale. The best we can do is balance these realities with smarter policies, strategic investments, and a commitment to sustainable energy.

Aruba’s cheaper water and electricity are not simply the result of better management – it’s a structural difference shaped by density, demand, and distribution. Curaçao must recognize these differences if we want to move toward a more affordable and sustainable future.

Anthon Casperson,

former CEO of utility company Aqualectra

Dear Editor,

I heard that the schoolchildren say that they only putting the rise on crime in front. the real plot for the crime is being made where criminals hang out. And they using the Justice Minister as a scapegoat. My problem with that is that it might prevent us from celebrating 15 years of Country Sint Maarten. So now, attack and ridicule the Justice Minister, while using aspiring members of other parties to escalate crime rhetoric.

In this day of social media nothing is a secret anymore, so blame the Min. Jus., exaggerate on the escalation of crime, get rid of the Minister. throw down the government, in so doing get rid of the Prime Minister and his cabinet and at the same time also the investigation into G.E.B.E stop.

But they can attack the other Ministers. True, but there is one warming up in the bull pen who has plans for a special force to camouflage things. I myself can’t understand it well. But I am hoping that somebody burst the pot because I am not proud of so many governments in only 15 years.

Russell A. Simmons

Dear Editor,

The recent appointment of a new CEO at the Curaçao Medical Center (CMC) was greeted by many as an opportunity for renewal and decisiveness. However, the major structural problems – such as staff shortages, financial instability, and operational stagnation – had long been known, both inside and outside the organization.

What's striking is that the board and management, during this leadership change, mainly repeated old pain points. Chronic understaffing, outdated regulations, and a lack of strategic investments continue to cast a shadow over the hospital. This raises the question: why is there no robust, publicly presented plan to structurally address these challenges?

The expectations of the community in general, and healthcare professionals and patients in particular, are clear: people want a transparent, coherent strategy with clear objectives and measurable results. Recruitment processes, strengthening of local talent development, modernization of employment conditions, and a long-term vision for governance and infrastructure are crucial. The new CEO acknowledges the existing bottlenecks, but so far his course has been limited to general good intentions. As long as there is no concrete plan for structural improvement, CMC risks perpetuating the status quo – and further endangering the accessibility and quality of care.

It is time for openness, ambition, and leadership that brings more than mere recognition of old realities. What is needed: a vision, a roadmap, and the courage to transparently choose sustainable change in Curaçao’s healthcare system.

Michael F. Willem

Ex-Minister/Commissioner/Member of Parliament/Island Council member