Gearing Up to Art Fair

https://batibleki.wheninaruba.com/gearing-up-to-art-fair-2026/

The Balashi Beer Experience Coming October 4th

https://batibleki.wheninaruba.com/the-balashi-beer-experience-aruba-opens-october-4/

When a Citizen Has to Do the Government’s Job – By a Concerned Citizen

https://batibleki.wheninaruba.com/when-a-citizen-has-to-do-the-governments-job-by-a-concerned-citizen/

Small Fire, Big Fire,

https://batibleki.wheninaruba.com/small-fire-big-fire/

When a Union Fights to Keep Its Director, by An Independent Observer

https://batibleki.wheninaruba.com/when-a-union-fights-to-keep-its-director-by-an-independent-observer/

PLEASE DON’T FORGET US, by a concerned reader

https://batibleki.wheninaruba.com/please-dont-forget-us-by-a-concerned-reader/

What you should know about the protocol signed by GOA and tour operators.

https://batibleki.wheninaruba.com/what-you-should-know-about-the-protocol-signed-by-goa-and-tour-operators/

Developer Alberto Perret Gentil’s Inauguration Speech for Casa Playa, Oranjestad, Aruba, delivered on behalf of Grupo Pana, on Thursday

https://batibleki.wheninaruba.com/developer-alberto-perret-gentils-inauguration-speech-for-casa-playa-oranjestad-aruba-delivered-on-behalf-of-grupo-pana-on-thursday/

First a history class: Royal Plaza, the pink palace, across the waterfront market in Paardenbaai Oranjestad was developed by the late businessman Shea Lichtenstein, in the late 80’s. He has been a successful main street merchant for many years, when he decided to first develop the two or three building on the plaza at the head of the main street, then went on to tackle a larger development, closer to the harbor. He obviously favored Dutch architecture and gave all his building an interpretation of colorful colonial Dutch style, with ornaments, gables, pediments, and the symmetry echoing historic buildings. It was modern, yet nostalgic to the good old days of colonial style.

(Another version says it was a copy of Cocowalk, Miami, a very hot restaurant & entertainment complex at the time.)

The public referred to the new four-storied mall Lichtenstein named Royal Plaza, as The Pink Wedding Cake, or the Pepto-Bismal Mall. It had a swanky nightclub under the giant blue dome, appropriately named Cobalt, and a certain demographic among us remembers crazy caliente nights, at that disco location. We also practiced our Latin dance moves at Mambo Jambo on Wednesdays. But the pink faded a bit and the anchor retailers on the first floor did an excellent job at attracting shoppers, to Shiva’s Gold & Gems, Little Switzerland, and Tommy Hilfiger. Bula on the second floor became a surfer shopping destination. But most of the second and third floors were never remarkably busy and remained half occupied. When rented, tenants did not pay the rent. The mall even went to court with ATV.

With the passing of the developer the mall changed hands and was rescued to be rebuilt and rebranded as Casa Playa, by Grupa Pana, who already rescued and recycled Harbor House a few years earlier.

Developer Perret Gentil was tasked with the Inauguration Speech for Casa Playa, on behalf of Grupo Pana, at an informal gathering recently. Perret-Gentil framed the event as more than a building opening, it was a milestone in the revival of downtown Oranjestad.

Grupo Pana, he said, has been operating in Aruba for more than twenty-five years, putting its money where its mouth is, with continued investment.

Both Casa Playa and Harbor House represent an Awg 45 million investment, meant as a vote of confidence in Oranjestad’s future, modeled on Willemstad Curacao’s mix of residential houses and apartments, nightclubs, restaurants, and art galleries attracting local community involvement, and visitors.

The Casa Playa project restored the building, with ample valet parking at the back, quality retail shops in front, and accommodations on the upper floors.

Perret Gentil had three calls to action, on behalf of Oranjestad, which require GOA’s attention.

It goes the following:

Elevate the shabby Santa Rosa kiosks area and build a real boardwalk connecting Renaissance Marketplace to Harbor Walk and the Linear Park, opening the Paardenbaai waterfront to strollers, shoppers, and joggers.

Open cruise-terminal Gate 1 for passenger egress toward Weststraat, spreading tourism benefits beyond one corridor and creating a Weststraat Art District, styled after Wynwood in Miami.

(I am doubtful that this will happen since it will compete with the APA Welcome Plaza kiosks on the other side of Diamonds International, and APA wants no competition.)

Call for clearer investment rules and less bureaucratic red tape, to keep momentum going and avoid “deal fatigue.”

As part of his address Perret Gentil elaborated on his company’s dedication to community initiatives, namely Grupo Pana-linked programs:

Primarily Leerokest, an orchestra program teaching discipline and teamwork to over 10,000 kids across more than 55 elementary schools, and Amblema, a teacher-training program reaching similar numbers in low-income Venezuelan neighborhoods. The program was imported to Aruba and works well. Company success, according to Perret Gentil, is measured by community impact, not just buildings.

The company also hosts and nurtures Impact Hub, encouraging local start-ups to incubate, under the direction of a resolute, enthusiastic professional, Mary Ann Falconi

Towards the end of his presentation Perret-Gentil expressed a heartfelt acknowledgement to financiers (Ennia, MetaFund, FPEF), chief engineer Felipe Gonzalez and team, longtime partner Jaime Gomez, and friend/financial advisor Juan Vogeler. Special gratitude went to Veronica van der Dys, the extraordinary interior designer of the project, Perret-Gentil’s wife.

(He thanked her for the (unpaid) interior design, and she instantly responded, there is no such thing as free lunch!)

The gathering was attended by real estate sales agents and brokers, who were given a special incentive, valid to December, rewarding upcoming sales. Perret Gentil hinted the company is ready to move on to the next (undisclosed) high-end, ocean-view project, a development prohibiting vacation rentals.

Over the years, Grupo Pana developers created luxurious condominiums such as Oceania Residences, Blue Residences, Azure Beach Residences, and Harbor House Condominium. After successfully transforming the neglected building on Weststraat into the luxurious Harbor House condominiums, a different and promising economic flow was noted around Paardenbaai, positively contributing to urban transformation, and enhancing commercial quality in the area, while also highlighting its historical aspects through mural arts. It is worth noting that CASA PLAYA has already sold 50% of its inventory, with strong interest from both locals and loyal visitors to the island. The complex is expected to sell out soon.

For more information, visit www.casaplayaruba.com or call 297-741.9000/592.2596.

The judge decreed, meet each other halfway

GOA and tour operators agreed a compromise framework, but the court specifically required consultation with ABC, Aruba Birdlife Conservation; if that consultation does not get off the ground, could the five-week delay be reconsidered?

And that is the key point, GOA has made progress, but the court case is far from resolved.

GOA and six UTV/ATV operators signed a protocol on September 9th outlining regulated access, fixed routes, certified guides, geofencing, monitoring and enforcement.

The agreement shows that the adventure tourism sector is willing to accept greater regulation and environmental safeguards, rather than simply demanding unrestricted access.

However, ABC — the organization that brought the court case — did not sign the protocol.

Judge Van de Leur specifically ordered the government to meet with ABC, not just reach an understanding with the tour operators.

The court postponed the case until October 15, 2026, giving the parties five weeks to try to reach a solution.

If ABC refuses to negotiate, or concludes that negotiations are pointless, it could ask the court to resume the injunction proceedings sooner.

The judge has indicated that, if his conditions are not being met, the case could be heard on a much shorter timetable and potentially without another postponement.

Importantly, the protocol does not end the court case or change the legal status of the protected areas. It expressly does not prejudge the outcome of the litigation.

Bottom line:  GOA has taken a significant step toward a compromise with the adventure tourism industry, but ABC remains the critical missing party. The next few days — particularly whether ABC agrees to substantive talks — could determine whether the case remains on the October 15 schedule or returns to court much sooner.

In the defense of ABC, the organization was hosting an important Owl Conference September 7 to 10 with international speakers and was therefore unavailable.

While the protocol means progress, do not be fooled by the civilized tone, the adventure tourism tour operators are men with connections, tough guys, who get things done their way. They got used to having it easy, removing boulders, trespassing all privately held areas on the north coast, ignoring common sense requests to play it cool. This is a wolf in sheep’s clothing.

As for ABC, this is an environmental organization. Its self-assigned job is to safeguard the environment 100%. Peterson is driven to fight for nature, with deep convictions and courage.

The compromise will have to be worked out by the court. By a judge with common sense, who must find a way for business and sustainability to co-exist. Then his verdict must be accepted and respected by both parties.

Who isn’t in the room when decisions are being made?

As I watch the discussion about UTVs and ATVs unfold, I keep thinking about the people we don’t hear. Not because they don’t care. Not because they agree. And not because they aren’t affected. They simply aren’t organized. They aren’t demonstrating. They don’t have a convoy outside Bestuurskantoor or an association speaking on their behalf. They are just ordinary people living their lives in Aruba. And I find myself wanting to say to our Government and to our opposition: Please don’t forget

Listen to the guides. Their fear of losing their livelihoods is real. A job is more than a paycheck. There is a family behind it, bills to pay and children to raise. They deserve to be heard. But while you are listening to the people standing in front of you, please remember the many people who aren’t there. They are your constituents too. And the decisions you make today will be lived by them tomorrow. Who is speaking for the ordinary resident? The person who gets up every morning, goes to work, takes care of a family and simply wants to come home to some peace. The person who closes the windows when the dust comes. The family that stops talking while another convoy passes. The person trying to enjoy a quiet Sunday morning. The resident who complained before and eventually stopped because nothing seemed to change. And there is something thousands of ordinary drivers in Aruba will recognize. You are going to work. Picking up a child. Going to an appointment. Trying to get home after a long day. A large UTV/ATV tour reaches a roundabout or intersection and traffic is held so the convoy can stay together. One vehicle passes, then another, and another. Meanwhile, everyone else waits. Traffic backs up while ordinary people are expected to accommodate a commercial tourism activity. It may seem like a small inconvenience. But quality of life is often not lost through one enormous event.

It disappears little by little. The dust, the noise, the waiting, the loss of tranquility and eventually the feeling that because tourism is so important to Aruba, the people who actually live here should always be the ones expected to make room. Tourism is essential to Aruba. But residents should never begin to feel like guests in their own country. And none of these concerns suddenly appeared because of the current court case. GOA has known about them for years. GOA itself has acknowledged accidents and injuries, damage to nature, traffic problems and nuisance to residents from dust and noise. In 2023 Government stopped issuing new UTV/ATV permits and transfers. In 2024 Government announced a policy specifically aimed at the regulation and reduction of ATV and UTV use. Convoys were reduced to ten vehicles — and Government itself said even ten was not enough. Alternative routes were discussed. So what happened? How did a problem GOA itself recognized years ago become a fight between citizens today? The guides did not create this failure. Many are employees who went to work every morning in an industry GOA permitted to grow with no enforcement. They are now understandably frightened about what happens to their jobs. Residents didn’t create it either. They have been asking for relief for years. Nature certainly didn’t create it.

The failure was allowing the problem to grow without resolving it. And now guides, residents and environmental groups are being placed on opposite sides when all of them should have been protected by sensible regulation long ago. There is another reason our leaders should be careful about interpreting a quiet public as a satisfied public. Look at Aruba’s social media over the years. Look at Stop UTV Tours Aruba. Look at the reactions when people post videos of convoys, clouds of dust, traffic disruption or damage to our natural landscape. Social media is not a scientific poll. But neither is a demonstration. Being organized does not make a group the majority. And being quiet does not make someone part of the minority. Sometimes people are simply tired of fighting. Sometimes they don’t want their name on Facebook. Sometimes they don’t want the hostility that can follow expressing an opinion. And sometimes there are more serious reasons people become quiet. Five years ago, after residents in Malmok publicly complained about UTV nuisance, frightening incidents followed. Homes and property associated with people who had spoken out were shot at or damaged. I am not suggesting who was responsible. That isn’t the point. The point is what experiences like that do to people. They make someone ask: Do I really want to put my name out there? Do I want my family involved in this? Is speaking up worth what might come afterward? And sometimes that person decides to say nothing.

Silence does not always mean agreement. Sometimes silence is self-protection. If people with education, resources and connections can become hesitant to speak, imagine the ordinary citizen who doesn’t have those advantages. Someone who doesn’t know whom to call. Someone who cannot afford a lawyer. Someone who doesn’t belong to an organization. Someone who simply thinks: Nobody is going to listen to me anyway.

Who represents that person? Government is supposed to. And so does the opposition. Their responsibility is not only to respond to the people who can organize most effectively. It is also to look for the people who aren’t in the room. There is another human side to this discussion that deserves much more attention: safety. People have been seriously injured in UTV and ATV accidents. Lives have been lost. Medical professionals have raised concerns about the number and severity of injuries. Yet the public still does not appear to have easy access to regularly published official statistics showing how many UTV/ATV accidents, serious injuries, hospitalizations and fatalities are occurring. Why not? If we are going to protect an industry, shouldn’t we also understand its complete human cost? None of this means the industry has to disappear. It means Aruba should finally regulate it properly. Smaller convoys. Sensible designated routes. Rules preventing commercial tours from unnecessarily obstructing normal traffic. Speed and noise standards. Safe vehicles. Proper protective equipment and training. Protection of environmentally sensitive areas. Respect for residential communities. Transparent accident reporting. And real enforcement.

That isn’t anti-tourism. That is responsible tourism. There is room here for compromise. But compromise cannot mean that one organized group is heard while everybody else quietly absorbs the consequences. Our Prime Minister should listen to the guides. Our opposition should listen to the guides. GOA should help responsible businesses adapt and should care deeply about the people whose jobs may be affected. But please give that same attention to the people who aren’t demonstrating. The pensioner who wants some peace. The worker trying to get through a roundabout. The parent picking up a child. The resident sweeping dust from a porch who cannot sell their houses on some of the routes. The person worried about another accident. The person afraid to complain. The average Aruban looking at our coastline and wondering what will be left for the next generation. They all count. This should never become guides against residents. It should not become rich against poor. It should not become Arubans against expats. It should not become environmentalists against workers.

Those divisions only distract us from the real question: How do we build a tourism industry that provides good jobs without asking the people of Aruba to sacrifice their safety, their environment and their quality of life to sustain it? Tourism is our economic lifeline. We need it. We should value the people who work in it. But Aruba is not only a destination. Aruba is our home. So when our political leaders sit down with the people who are understandably fighting for their livelihoods, I hope they will look around that table and notice the empty chairs. And ask: Who isn’t in this room ?Because there are many people who will never demonstrate. They will never bring a convoy. They will never hold a sign. They may never speak into a microphone. Some won’t even leave a comment on Facebook. But they are here. They are waiting in the traffic. They are closing their windows. They are cleaning the dust. They are watching what is happening to the island they love. They are living with the consequences. And they deserve something very simple from the people elected to represent them: To be seen. To be heard. And to have a seat at the table too.

Please don’t forget about us!

Something highly unusual is happening at SETAR: the union is not fighting its director. It is fighting to keep him.

The Sindicato di Trahadornan den Telecomunicacion, STT, has asked SETAR’s Supervisory Board to extend the tenure of General Director Ir. Roland Croes for at least another two years and has threatened union action if no satisfactory solution is reached. According to 24ora, STT’s argument centers on continuity, stability and major strategic projects, particularly CELIA. The union says Croes has been involved with CELIA from the beginning and that losing his knowledge at this stage could create unnecessary risk. Its proposal is to retain him for two years while preparing an orderly succession.

That is an extraordinary vote of confidence. Unions normally confront management. When employees are prepared to take action to retain their general director, that deserves attention.

Croes has spent approximately 36 years at SETAR, including about 23 years as general director after previously serving as technical director. During that period, SETAR moved through major technological transformations, including mobile communications, broadband, fiber optics and increasingly sophisticated digital services.

But longevity is not what makes his record noteworthy.

What distinguishes Croes is the management approach behind that record.

He has demonstrated several qualities fundamental to strong executive management: strategic thinking, technological competence, visionary leadership, long-range planning and, perhaps most importantly, disciplined execution.

Vision by itself is not management. Many can identify future needs. Effective managers translate vision into objectives, investment decisions, action plans, and execution.

CELIA is perhaps the clearest example.

Most people in Aruba probably know very little about CELIA. In simple terms, it is a new submarine fiber-optic cable system that will strengthen Aruba’s international digital connectivity, with SETAR participating directly and the cable landing at Baby Beach. It will provide greater capacity, reliability, and opportunities for future regional digital services.

The managerial significance is more important than the technical details. Croes and SETAR did not wait for Aruba’s existing international connectivity to become inadequate before looking for a solution. They began preparing years ahead for what the island will require in the future.

That is strategic management: identifying future risks, understanding the industry’s technological direction, developing a response, securing partnerships, and driving implementation with urgency before a problem becomes a crisis.

Unfortunately, that kind of management is not consistently evident across Aruba’s public sector. Too often, public-sector management becomes reactive. Infrastructure deteriorates before it is addressed. Technology falls behind before modernization begins. Administrative backlogs grow until they become public problems. Decisions are made in response to circumstances rather than in anticipation.

Croes’ record at SETAR represents a very different management model: anticipate, plan, invest, and execute.

CELIA also demonstrates that Croes’ thinking went beyond simply maintaining SETAR as a telecommunications provider. The system is regional by design, planned to link Aruba with Martinique, Antigua, Puerto Rico and Florida, while extensions to Curaçao and Bonaire are already under agreement for 2027. Curaçao’s own budget documents place its CELIA investment at Cg 44.6 million, about US$25 million, payable in three tranches to SETAR for long-term usage rights. Bonaire has likewise signed an agreement with SETAR through the Dutch government-owned Saba Statia Cable System.

Such arrangements are not royalties in the strict accounting sense; they are commercial payments for long-term capacity and usage rights. But the financial significance is important: SETAR is positioning itself not only as a buyer of international connectivity, but as a seller of access to infrastructure it helped create. That is visionary thinking translated into an action plan.

For Aruba, that matters directly. SETAR is government-owned, so new regional revenue strengthens the company and the value of the public asset, while successful operations can support future dividends to government. Yet public recognition of the management that helped create and protect that value has been remarkably limited. Government has readily accepted the benefits of a successful SETAR; it should be equally willing to recognize the managerial competence behind them.

This is why the discussion surrounding Croes should never have been reduced simply to retirement age.

The proper question was whether Aruba would continue to benefit from Croes’ strategic competence, institutional knowledge and leadership during an important transition. STT clearly believed it would.

Since this article was prepared, Minister René Herdé has announced that Roland Croes will remain at the head of SETAR following discussions involving Croes, the Supervisory Board and STT. The precise duration and terms of that continuation have not yet been made clear publicly.

That decision does not diminish the significance of what happened. If anything, it reinforces the central point.

Allowing Croes to remain during this critical period gives CELIA an opportunity to reach an important stage, transfer decades of institutional knowledge, and properly prepare his successor. That is not postponing succession. It is responsible succession management, and it allows him to help finish work he foresaw and began.

Croes does not deserve recognition merely for longevity. He deserves it because he has demonstrated something Aruba needs much more of in its public institutions: strategic thinking, visionary leadership, technological competence and the execution discipline to turn foresight into concrete action before circumstances force government to react. CELIA may ultimately stand as one of the strongest examples of that legacy.

Perhaps the strongest judgment on his leadership, however, came before government’s decision: a labor union was prepared to take action not to remove its director, but to keep him. That was more than loyalty. It was a powerful endorsement from the people who had observed his leadership from inside SETAR for years.

The government’s decision to retain him now gives SETAR the opportunity to turn that continuity into something equally important: an orderly transition that protects both institutional knowledge and Aruba’s long-term interests.

(There might still be obstacles in the way: what is the board only grants him one year? And what about the LNT and the salary caps for his successor? Only monkeys work for peanuts!)