See discussions, stats, and author profiles for this publication at: https://www.researchgate.

net/publication/318387188

Caribbean Trade Unions: Changing Roles And Perspectives

Presentation · July 2017

DOI: 10.13140/RG.2.2.26980.48009

CITATIONS READS

0 9,508

1 author:

Akhentoolove Corbin
University of the West Indies at Cave Hill, Barbados
21 PUBLICATIONS   56 CITATIONS   

SEE PROFILE

Some of the authors of this publication are also working on these related projects:

Harmony in African and the diaspora in the Anglophone Caribbean View project

The Leadership, Harmony and Human Resource Management Series View project

All content following this page was uploaded by Akhentoolove Corbin on 13 July 2017.

The user has requested enhancement of the downloaded file.

 1  
 
CONGRESS OF TRADE UNIONS AND STAFF ASSOCIATIONS
(CTUSAB)
TWO-DAY LEADERSHIP SYMPOSIUM

THEME:
Strengthening and Repositioning the Labour Movement

TOPIC:

CARIBBEAN TRADE UNIONS: CHANGING ROLES AND PERSPECTIVES

KEY NOTE ADDRESS

BY

DR. AKHENTOOLOVE CORBIN

LECTURER
Department of Management Studies
“Group for Leadership, Competitiveness & Harmony”
UWI

25 November 2015

Dr. Akhentoolove Corbin - GLEACH

 2  
 
The Right Excellent Errol Walton Barrow one of Barbados’ national heroes once said:
“What is your mirror image?”

I always take pride in stating emphatically that I grew up in the Trade Union movement and
played a very active role especially in my youth. I still have several friends who are very active
in trade unions and there is still a high level of mutual respect. As a young Trade Union leader,
while President of the National Union of Public Workers’ Youth League, I fully understood the
challenges as far back as the 1980s, of implementing strategies, systems and processes to ensure
that young public officers joined the union and also got involved in its affairs. The old phrase
that the ‘youth is the future’ is still very true.

I have been asked to speak about the Caribbean trade unions: changing roles and perspectives. I
will base my presentation on six (6) Pillars and one (1) solid foundation stone, which are:
●  Pillar 1 – Strategic and Transformational Leadership  
●  Pillar 2 – Trade Union Growth  
●  Pillar 3 - Educational Development: Youth and Empowerment  
●  Pillar 4 – Labour Management Relations  
●  Pillar 5 – Trade and Commerce  
●  Foundation Stone – Tripartism and Social Partnership  

First, I would like to define the concept of a trade union. Nurse (1992) states that a trade
union is a continuous association of wage earners and salaried professionals who pool their
resources, time, energy and commitment to build and maintain an organization under leadership,
to represent, protect and advance their job related and other interests. The ILO defines a trade
union as: “An organization of employees usually associated beyond the confines of one
enterprise, established for protecting or improving through collective action, the economic and
social status of its members.”
I want to set the context of the social and economic reality of Caribbean economies in
current times. The Caribbean Development Bank’s (CDB) Caribbean economic review and
outlook for 2015 highlights that ten (10) countries have Debt/GDP ratios in excess of 60%, with
Barbados, St. Kitts-Nevis, Grenada, Antigua and Jamaica having ratios in excess of 80% (see
Table 1).

Dr. Akhentoolove Corbin - GLEACH

 3  
 

TABLE 1
Caribbean Development Bank: Caribbean economic review and outlook for 2015
COUNTRY DEBT/GD
P
Jamaica 140
Barbados 115
Grenada 109
Antigua 94
St. Kitts/Nevis 86
St. Vincent & 78
Grenadines
Belize 77
Dominica 76
St. Lucia 75
Bahamas 65
BELOW 60%
Guyana 58
Trinidad & Tobago 42
Suriname 28
Haiti 25

These debt/GDP ratios cannot be sustained and must be dealt with as a matter of priority.
The current environment is characterized by intense global competition, removal of preferential
treatment in trade arrangements (EPA etc) and need to enhance national competitiveness through
improvements in performance, productivity and service quality.
There are several interesting and important trends that are likely to impact on trade union
movement in the Caribbean and the development of businesses in the Caribbean:
●  Unemployment, particularly youth unemployment has been rising.  
●  Increases in violent crimes and violence  
●  Government employees still account for the largest percentage of the employed labour
force  
●  There are still a large percentage of low skilled or no-skilled persons employed in the
labour force  
●  The length of time taken for workers to be re-absorbed back into the workforce appears
to be increasing  
●  Any growth in employment should be primarily led by the private sector  
●  Most Caribbean economies are experiencing serious economic difficulties.  
(Source: Barbados Labour Department, 2015)

Dr. Akhentoolove Corbin - GLEACH

 4  
 
With this backdrop, I will now explore the topic, Caribbean Trade Unions: changing roles and
perspectives.

PILLAR 1 – STRATEGIC AND TRANSFORMATIONAL LEADERSHIP

A radio programme for one of the trade unions has as its theme, ‘Where there is no Vision, the
People Perish’. For me, this is a story of change… managing change and the Vision to know
which direction you should go in the future, especially in challenging times.
In the past, trade union leaders were very young men and women in their 20s and 30s
who were the pioneers of change across Caribbean islands… Bustamante, Manley, Walcott,
Adams, Butler, Gairy, Bird to mention a few. The pre-1960s and 1970s periods when most
Caribbean countries were under colonial rule and oppression, required specific trade union
leadership and strategies to uproot the workers from very horrible living and working conditions.
Our islands have moved to another level of development much better than many
countries across the world. We now live in societies with advanced technology, educational
opportunities beyond what our fore-parents had and changed societal cultures and norms. We
can never go back to the past!
The topic digs deep to the core of visionary and transformational leadership… leadership
that is sensitive enough to appreciate the fears of the members, but bold and assertive enough to
influence the approval of visionary decisions that may see some traditional norms and practices
evolving to ones that are more relevant and appropriate to the needs of the time. Indecisive and
fearful leaders reap more havoc in an organization, than do arrogant and insensitive leaders. It is
said that ‘Fear leads to indecision’.
More so than ever, trade unions need visionary leadership for a sustainable future in the
Caribbean. Their leaders must create agendas that must move from a heavy emphasis on
workplace industrial relations to also include the national and regional agendas. This view is
supported by Former Deputy General Secretary now His Excellency Robert ‘Bobby’ Morris who
argued that: “The concept of social partnership is helping to further this acceptance, and is
elevating the trade union from its well-entrenched role at the micro level, within firms, to the
macro level where it can more contribute to national planning and national development.”
Leaders must be well versed in economics and finance and possess the competence to engage in
national matters of macroeconomics, fiscal and monetary policies and practices affecting our
national economies, now more than ever based on the debt/GDP ratios that have been reported.
Transformational leadership behaviours must permeate unions with a focus on
harmonization. Building high trust relationships, and power relations is critical to leadership

Dr. Akhentoolove Corbin - GLEACH

 5  
 
effectiveness and success. Trade union leaders must target the youth and not depend excessively
on mature, well-tested and tried trade union leaders. There must be ways to mentor and coach
young union members to be leaders of the future. In these times, trade union leaders must play
the role of change agent fostering innovation, creativity and entrepreneurship even within their
various trade unions. Union leaders must not become protectors of traditions, but be visionary
and open-minded. In the Caribbean, our founding fathers and mothers were not traditionalists or
conservatives protecting the status quo. They were radical, risk takers, visionary leaders… they
removed or changed unnecessary traditions over time, made unpopular decisions in the interest
of the greater good for the population or society as a whole.
Trade union leaders must also conduct employee engagement surveys to ensure that their
organisation is a model of best-practice in human relations, motivation, rewards, recognition,
staff development, succession planning, career development, retention strategies and
compensation. We must lead by example!

PILLAR 2 - TRADE UNION GROWTH

I was trying to obtain current statistics on trade union membership in the Caribbean and had
significant difficulty. The ILO figures I accessed dated back to 1996 and are shown in Table 2
below. Publication of important statistics should be an area that requires enhancement. The big
question is whether current membership of trade unions in the Caribbean is increasing or
declining in these difficult times. Other than in a closed shop situation, a trade union is a
voluntary organisation in which members are free to choose to join or not to join, even though
they would enjoy all the benefits that are won through negotiations and/or fighting for the rights
of workers.
These figures clearly show that there are significant numbers of workers who are not
members of trade unions in the Caribbean. Ambassador Morris contends that the numbers are not
a problem since the non-members also benefit from the gains won by trade union members.

Dr. Akhentoolove Corbin - GLEACH

 6  
 
TABLE 2 – TRADE UNION DENSITY IN CARIBBEAN (1996)

Country % Labour
Force
Unionised
Antigua & Barbuda 20 –28
Bahamas 25
Barbados 20
Belize 11
Dominica 10
Grenada 20-25
Guyana 34
Jamaica 15-25
St Kitts-Nevis 33
St Lucia 20
St Vincent & The 10
Grenadines
Suriname 60
Trinidad & Tobago 20-28

The sustainable growth of the trade union movement across the region must be the
concern of all trade union leaders present here today. If membership is stagnant or declining,
urgent action must be taken first to research and identify the causes or sources of the decline, and
then take remedial action. I suggest that one of the roles the trade union must address is that of
youth membership and there must be research to better understand the needs of this generation of
workers. We cannot assume we know, and should conduct research through collecting field data
and preparing reports/papers. The youth is the future leadership of the trade union movement and
modern strategies must be implemented to attract them. Consideration to make use of social
media may be a consideration among others. The concept of visiting the union building may not
be a preference of this generation. Maybe brick and click union options with streamed meetings
and events are possible options. I currently conduct several meetings with academic colleagues
from Africa using Skype. Trade union leaders may want to adopt aggressive strategies of using
social media to go to the youth, instead of the traditional inviting them to the union buildings.

Dr. Akhentoolove Corbin - GLEACH

 7  
 
PILLAR 3 - EDUCATIONAL DEVELOPMENT: YOUTH AND EMPOWERMENT
Trade unions must get involved in strategic discussions and strategic planning processes related
to education in the Caribbean. Statistics show that youth unemployment is increasing and our
populations aging. Youth engagement in the trade unions seems to be declining also. Trade
unions must also conduct employee engagement surveys and conduct research to determine
growth rates and publish them.

Educational reform
Research has shown that countries are better able to achieve sustainable development through
ensuring the provision of education to its people from primary up to the tertiary level. I suggest
that Barbados’ economic and social development and its high ranking over the years in United
Nations global indexes of development and competitiveness is likely to be the result of our
education system with its opportunities for all. Education is so critical to the sustainable
development of our people and countries that trade unions (especially teachers’ unions) must be
part of educational reform at all levels. They must be a part of strategic decision-making related
to aligning the education system with national, economic, political, cultural, social and
technological development. Unions must be leaders in educational reform and not just observers
of poor Ministry of Education practices, but also purveyors of self-analysis and self-discipline.
Trade unionists must be leaders of change and reform in our education systems across the
Caribbean, and use the tripartite mechanisms to Harmoniously promote their agendas at the
national levels.

Social re-engineering
Many Caribbean islands are facing serious crime and violence that could severely impact on our
economies that are now so dependent on tourism. Trade union leaders must become more
strategic and in a spirit of social partnership, be a critical and accepted stakeholder in national
education strategies and plans. They may be better placed to influence from the inside.

Youth Agenda
Agenda for youth is critical as the highest rate of unemployment in the Caribbean is among the
youth. The youth arms of the trade unions must be developed even further to ensure that they can
play a positive, critical role in championing the cause of the youth. Youth empowerment must be
one of the strategies of unions, through involving them in high-level problem solving and
decision-making. Empowered youth arms should be a part of all trade unions.

Dr. Akhentoolove Corbin - GLEACH

 8  
 

Technical and Vocational Focus

Trade union must play an even greater role in national vocational and technical training, working
much more closely with national institutions charged with these educational responsibilities. A
recent meeting of the Caribbean Congress of Labour (CCL) and the Caribbean Employers’
Confederation (CEC) supported the need for unions to be more closely involved in the
curriculum and strategy development of national vocational and technical training institutions.

PILLAR 4 – LABOUR MANAGEMENT RELATIONS

The Caribbean Trade Union Movement has evolved from the champions of the poor and
disenfranchised people of our once colonized islands. In fact, we know that the pioneering
political parties in the early and mid-1900s evolved from trade unions. It was not unusual to see
leaders of the trade union at times leading the political party, trade union and country. In
Barbados we have examples of Sir Roy Trotman, The Right Excellent Frank Walcott and my
good friend His Excellency Robert ‘Bobby’ Morris being leaders of the Barbados Workers’
Union (BWU) and holding public office. Zion Henry in his book Labour Relations and Industrial
Conflict in the Commonwealth Caribbean Countries stated that trade unions shifted from
political to economic unionism in response to changing needs and circumstances. When
environments change (such as we have now) the strategies, structure, systems and processes we
possess, must also change and be aligned to the current/future needs of the society. I would
contend that we now need socio-economic and Harmonic unionism for these times.
It is my understanding that a colleague from the UWI, Cave Hill Campus is encouraging
trade unions to desist from this practice and also to desist from membership of the Social
Partnership. I can say that in relation to the Social Partnership he is very very misguided in his
philosophical and practical perspectives.
Brothers and Sisters, the only thing that is Constant is change... Throughout history the
sustainability and development of humans is associated with our ability and capacity to change
and responding to changing situations and circumstances. Those entities, systems, processes and
even organisms that have refused to or that were incapable of changing experienced entropy…
they withered and died and just plain disappeared. Of course, there are some things that may
remain relatively constant, but over time everything changes.

Dr. Akhentoolove Corbin - GLEACH

 9  
 
Purpose of Trade Unions
Trade unions by nature and purpose are political entities. They are about power and influence to
cause another party to change their approach in favour of theirs. Trade unions are legal entities
that are constituted and structured to ensure that the rights and benefits of workers are upheld
and not infringed.
Trade unions have traditionally depended on the general public for support in order to
win battles and sometimes wars. Hence, industrial action is more than just withdrawing labour
from the workplace, but a political process that plays to the media and public with a view to
gaining widespread public support. Hence, in industrial disputes trade union leaders love to play
to the media to argue their case in the public domain… a political process and strategy. I believe
that there may be value in trade unions adopting a political stance in advising workers as to the
better political party to support in an objective manner. Hence, their allegiance is not to a single
party, but may change depending on whether the party plans to adopt measures that would add
value to the workers causes.

Traditions and the Future

The mere fact of a long held tradition is not a strong enough case for continuation of the practice
or behaviour in the current times and future. The question that should be asked, is the tradition
still relevant for the greater good of society? Is it still relevant and adds value to the
sustainability of the society? Is the concept of Volunteerism particularly in Barbados still
applicable and how can it survive in light of the Employment Rights Law?

Pay, Performance and Productivity

Trade unions are accustomed to using increases in the cost of living as a basis to determine levels
of wage increases. With the global demands and need for enhanced competitiveness,
organisations in both public and private sectors need to focus on issues related to productivity
improvement. Productivity increases should be the basis for pay increases in organisations and
this also includes pay incentive schemes. In the case of Barbados, in the past, both unions and
private sector heads have agreed that productivity related pay is now a permanent part of local
economic and industrial relations landscape.

Adversarial Industrial Relations

There is still a place for adversarial industrial relations when the situation requires; that is, an
employer may be breaching labour codes, laws or accepted conventions. However, sustained or

Dr. Akhentoolove Corbin - GLEACH

 10  
 
sustained adversarial industrial relations do not foster motivated employees, negatively affects
employer-employee relationships, and ultimately impacts performance, service quality and
productivity. Caribbean countries are not generally rated high on the Global Competitiveness
Index. Barbados at #55 is the highest placed of the islands, with Jamaica at 86, Trinidad at 89,
Guyana at 117 and Haiti at 137. Other Caribbean countries are not in the index.
Herein lies the paradox of trade union desire for employers to adhere to ILO conventions
and national labour regulations and laws… in sum, unions just want employers to treat
workers who offer their services/competencies in return for fair wages/salaries, to be
treated with respect, dignity, justice and fairness. This is where Human Resource
Management (HRM) involvement and practices must be included and recognized. HRM has
been the elephant in the room for many trade unions… some unions have perceived HRM as
a threat but HR needs to be more of an ally. In terms of changing roles, HR and unions need to
become partners in Harmony... by that I mean that they can maintain their distinct roles,
responsibilities and differences, but build high trust relationships as a means to creating
meaningful partnerships in the workplace.
HRM plays a central role in labour-management relations and must be recognized as a
critical social partner worthy of mention in social partnership agreements. From an employer’s
perspective, HR is the key internal functionary that is responsible for human resource
development and management matters (training, engagement, compensation, rewards,
recognition, wellness, recruitment and selection, performance management). In the future, the
long espoused concept of ‘worker participation’ will come when HR and unions harmonise as
intended in social partnerships for the long-term benefits and interests of workers. This approach
will reduce workplace conflicts and unrest. HR is not the enemy, poor HR practitioners are!
Trade unions in addition to protectors of workers’ rights can also play critical roles in workers
development and growth within organizations.
National Labour Congresses are excellent vehicles to promote industrial peace, working
in harmony with the employers’ representatives. This is consistent with the ILO conventions and
principles. The recent November collaboration sponsored by the ILO and EU in relation to the
EPA reinforces my point here. Trade unions in the Caribbean in their changing roles must
deepen their commitments and involvement in national trade union congresses. Also, the
Caribbean Congress of Labour (CCL) must also be strengthened through even greater support
from the national trade union congresses. Hence, at the regional level the CCL enhances its
power to speak on behalf of Caribbean workers in relation to their economic, social, political and
developmental concerns. Hence, the concept of a Caribbean labour movement, moving beyond

Dr. Akhentoolove Corbin - GLEACH

 11  
 
the confines of national borders and political myopia, becomes a reality and more meaningfully
contributes to the concepts of CARICOM and CSME.

PILLAR 5 – TRADE AND COMMERCE

Global Trade and Labour
Caribbean countries are challenged to compete intra-regionally and internationally. All our
countries must enhance our levels of competitiveness as this is directly linked to the
sustainability of our economies and well-being of our people. For example in Barbados, we must
confront issues of low labour productivity, high levels of absenteeism, low customer service by
world standards ( NISE surveys), low employee engagement and low commitment. Trade unions
must be in the vanguard to identifying the causes of these issues and in a tripartite setting, agree
to solutions.
The Caricom Single Market and Economy (CSME) is still a Vision that lacks
involvement and commitment from the average working man and woman in the region.
CARICOM, its mother is still too divorced from the average man and woman, boy and girl. I
believe that trade unions must play a greater leadership role in championing the cause of
‘Caribbeanness’, if I may use that term. Unions are best placed to promote and live to concept
and philosophy of CARICOM and CSME. One Caribbean, One people in Harmony! Cricket
played its part in the 50, 60s, 70s and 80s. Maybe it’s time for the Caribbean labour movement to
flex its leadership, innovation and visionary muscles and be the leaders of Caribbean Harmony
and Unity. Harmony in that we respect and ensure the maintenance of unique differences [among
our peoples], while at the same time, leading the regional social and economic orchestra in the
great symphony of regional integration and common market!
One of the most recent trade agreements is the Economic Partnership Agreements (EPA)
which was intended to achieve free trade between the parties. The EPA offers both opportunities
and threats but is also a reality that we cannot ignore. Trade unions must be in the vanguard of
being involved in such cross border trade agreements, especially as they would impact on
Caribbean workers both directly and indirectly.
A programme was recently convened to enhance the capacities of the Caribbean
Employers’ Confederation (CEC) and the Caribbean Congress of Labour (CCL) with a view to
their fulfilling their obligations with respect to the implementation of the EPA. The CCL and
CEC both agreed that “a more consolidated focus was needed in each of the countries to ensure
that appropriate measures be put in place to enhance the benefits to be derived from the EPA”.
Trade unions must educate and empower their workers so that they can actively participate and

Dr. Akhentoolove Corbin - GLEACH

 12  
 
benefit from these trade arrangements.

Action to be undertaken under this project included:

●  Contributing to the implementation of training programmes aimed at enhancing skills
development to match labour market requirements and ensuring that the corresponding labour
market information system is in place to support employment and labour market policies;  
●  Reinforcing the capacity of workers and employers to participate fully in tripartite bodies to
enhance productivity and trade policies in line with the Declaration on Fundamental
Principles and Rights at Work (FPRW), 1998;  
(These categories are: freedom of association and the effective recognition of the right to
collective bargaining, the elimination of forced or compulsory labour, the abolition of child
labour and the elimination of discrimination in respect of employment and occupation.)

FOUNDATIONS STONE – THE SOCIAL PARTNERSHIP

It is my opinion that the concept of a Social Partnership and the promotion of Tripartism as
exposed by the ILO are indeed very significant in terms of the sustainability of the Caribbean
societies and economies. In terms of changing roles, perspective and the future, the Barbados
model should be refined and used as ‘best-practice’ for other countries to follow. We need to
deepen the social partnership and not de-emphasise as exposed by a misinformed few. They need
to read the research and assess the practical benefits.
The Social Partnership was conceived back in 1993 largely as a response to Barbados’
economic challenges at that time and trade union representation played a very significant role in
its creation and development (ie. stalwarts such as brother Patrick Frost played an instrumental
role). In the model, the key partners are the Trade Unions, the Employers and the Government.
These three distinctive groups agreed in 1993 to the establishment of a ‘Prices and Incomes
Protocol’ and this led to the birth of the Social Partnership.
The Social Partnership was a response to the economic crisis in the early 1990s and it
was decided that a joint collaborative approach was crucial, consisting of the three groups.
Though the crisis affecting the country in the early 1990s was overcome, this tripartite structure
has remained in effect to this date. All parties still endeavour to formulate a united response to
the country's economic and social challenges.

Dr. Akhentoolove Corbin - GLEACH

 13  
 
The Statement Of Intent deriving from Protocol 13 of the Social Partnership is
summarised here:
1.1 The Social Partners desire through their association in a Social Compact: (i) to create
a modern, efficient economy which is able to produce high and sustainable economic
growth accompanied by increased employment and societal well-being; (ii) to establish
through low inflation an equilibrium between prices and incomes; (iii) to achieve a
society which enjoys a greater degree of inclusiveness; and (iv) to distribute the benefits
of economic growth fairly and equitably.

1.2 The Social Partners regard this Protocol as an instrument of policy to achieve
industrial harmony and as a means to confront the challenges of globalisation and the
demands of the information age with a view to improving the competitiveness of the
economy as part of the future social development of Barbados.

1.3 The Social Partners believe that their association in this endeavour should be
characterised by a willingness to pursue a joint approach to the formulation of policies,
to the solving of problems, and to the management of a process of change and social
development.

1.4 The Social Partners accept that the success of the private sector is an important
element in the continued economic growth of Barbados, and agree to the development of
such strategies as they would strengthen the potential for expansion by the entire private
sector.

The Protocol is consistent with the principles enunciated in the International Labour
Organisation:
●  Convention 87 - Convention Concerning Freedom of Association and Protection of the Right
to Organise, in the International Labour Organisation;  
●  Convention 98 - Convention Concerning the Application of the Principles of the Right to
Organise and to Bargain Collectively;  
●  ILO declaration on the Fundamental Principles and Rights at Work, 1998; and,  
●  ILO Convention 144 on Tripartite Consultation.  

Dr. Akhentoolove Corbin - GLEACH

 14  
 
In terms of changing roles and perspectives, the trade union movement and leadership
must become more strategic and be more involved in policy decisions affecting our countries.
The Social Partnership provides an avenue for the trade union to influence private sector
strategic decision-making and through associate agencies like the Productivity Council and
National Initiative for Service Excellence (NISE) influence the cultures in institutions. The ILO
has a statement on Tripartism and social dialogue on its website and it states:

●  Underlying the ILO’s work is the importance of cooperation between governments and
employers’ and workers’ organizations in fostering social and economic progress.  
●  The very structure of the ILO, where workers and employers together have an equal voice
with governments in its deliberations, shows social dialogue in action. It ensures that the
views of the social partners are closely reflected in ILO labour standards, policies and
programmes.  
●  The ILO encourages this Tripartism within its constituents and member States by promoting
a social dialogue between trade unions and employers in formulating, and where appropriate,
implementing national policy on social, economic, and many other issues.  

The principles of Harmony in the protocols are extremely wise and appropriate, and
should be further encouraged. Section 1.2 of the Statement of Intent refers to promoting
‘Industrial Harmony’ and this is indeed significant. In Harmony you don’t lose your essence,
role or functionality, but are able to better contribute to the whole. Every Labour Day we sing
about unity and that one hand cannot clap which is analogous to one note (musical) cannot create
Harmony. Harmony promotes respect for diversity and differences in a paradoxical unity. Which
leads to the non-participation of the BWU in CTUSAB. I know it is an uncomfortable subject
for some people (even trade unionists), but I must speak freely… fortunately in Barbados and the
wider Caribbean, I have freedom of speech as exposed by the principles of natural justice.
Harmony is not only for the external stakeholder relationships, but also for the trade union
movement. Too many years have passed!
The idea of a labour congress is as old as the ILO and in fact, the ILO is the world
congress and the embodiment of the concept of congressional gatherings of labour. It is time that
all hands in the Barbados Labour Movement clap at the national level and the Congress of
Trade Unions and staff Associations of Barbados (CTUSAB) MUST and I stress MUST
continue to be acknowledged as the only congress of trade unions in the country. We cannot
afford to go back to the old days when Barbados stood out in the Caribbean as one of the few

Dr. Akhentoolove Corbin - GLEACH

 15  
 
countries that had a national trade union congress!
Our social partnership and protocols speak of a role for the trade union congress and our
actions in the trade union movement must not be contrary to the principles governing such and
send the wrong message to public and private sector employers. Protocol VI refers directly to
CTSUB: :… “an equal number of representatives of the Employers and the Congress of
Trade Unions and Staff Associations of Barbados is hereby established to be the first line of
consultation regarding all aspects of the implementation of this Protocol.”
The Protocol goes on: “FURTHER RECOGNISING that the success of any sustained
social and economic progress in Barbados will depend to a considerable extent upon their on-
going individual and collective commitment to a philosophy of governance which is
characterised by participatory democracy and the subjugation of their sectoral interests to
the national good.”
I am calling on the BWU to re-join CTUSAB as a matter of urgent priority, so that it can
be officially part of the social partnership (in the important sub-committee) as a willing member
of the Workers’ Representatives of the workers in a United and Harmonious body.
In relation to the benefits of a social partnership, Dr. Lawrence Nurse and Professor
Andrew Downes presented a background paper on the Social Partnership in Barbados, looking at
the experiences and the impact of the partnership. They found that the Social Partnership played
a key role in the handling of economic crises in Barbados and had been consulted on major
issues of social and economic importance such as the National Development Strategy (2006-
2025); the Registered Saving Plan, divestment of public companies and purchase of shares; wage
restraint and moderation; labour legislation and practices; and strategies for job retention during
the economic crisis (2008-2009). In sum, the persons surveyed agreed that it contributed to both
the social and economic development of Barbados.
I am convinced that our model of the Social Partnership should be maintained as the best-
practice model for our social, economic and political development, and should be exported to
other Caribbean islands. The bottom line is, if the economies of the Caribbean do not achieve
sustainable growth but maintain high national debt-GDP ratios (as mentioned previously),
workers will lose their jobs and trade unions will not be able to do anything about it. The
example of Greece should be a lesson of what not to do and a case study for our islands.
We know these high ratios are not sustainable in terms of the development goals we have
established. It is my contention that trade unions must more than ever, become part of the
national strategic decision-making and policy making beyond the traditional industrial relations
and negotiating for better terms and conditions of service. They must be able to influence policy-

Dr. Akhentoolove Corbin - GLEACH

 16  
 
making, national strategies and development goals at a much deeper level. The social partnership
is the mechanism that gives unions the power through inclusion and involvement to directly
impact national development. As was mentioned previously, the ILO focuses on, and I quote
“promoting a social dialogue between trade unions and employers in formulating, and
where appropriate, implementing national policy on social, economic, and many other
issues.”
An example of the direction in which the trade union movement has changed was
manifested in the recent ‘Regional Bipartite Meeting’ attended by senior representatives from
trade union and employer organisations from fifteen Caribbean countries held 3-5 November
2015 in Grenada, under a Project funded by the European Union and executed by the
International Labour Organisation (ILO). CCL and CEC announced an agreement to establish
formal bipartite forums in each of the fifteen Caribbean States, to “deepen cooperation between
trade unions and employer organisations to better coordinate research and advocacy on matters
of mutual importance”. I contend that the Barbados social partnership and its associated
protocols established such mechanisms years ago. As I said before, our system should be best-
practice for other countries.

CONCLUSION
In closing, I want to summarise a few key points. It is my view that we are in the period of socio-
economic/harmonistic industrial relations… as manifested by the need for tripartite mechanisms
like the Social Partnership. Even in Harmonistic industrial relations, there is room for discord...
someone may play the wrong note (employer or employee), but the leaders/conductors in the
social partnership intervenes to ensure that harmony is regained. The guiding force then is the
national vision, mission and sustainable development for the benefit of all our people/workers.
The trade union movement must evolve and change to be more relevant to attract the
leaders of the future, the youth today. The movement must become more strategic at the national
level and be part of the process of social, political and economic change in our various countries.
I structured my presentation around 5 key pillars and a foundation stone, namely:
●  Pillar 1 – Strategic and Transformational Leadership  
●  Pillar 2 – Trade Union Growth  
●  Pillar 3 - Educational Development: Youth and Empowerment  
●  Pillar 4 – Labour Management Relations  
●  Pillar 5 – Trade and Commerce  
●  Foundation Stone – Tripartism and Social Partnership  

Dr. Akhentoolove Corbin - GLEACH

 17  
 

I suggest that trade union leaders should focus on the Foundation Stone and associated
Pillars in developing their strategies and plans for a sustainable future. Also, I have emphasised
the importance of social partnership as practiced by the Barbados social partners since 1992. I
think it would be wise for other trade unions and countries around the Caribbean to emulate this
model. Once the principles are followed, it sets the sound foundation for enhancing and
advancing the power of the trade union to be an even more meaningful contributor to sustainable
national and regional development.
Remember… Unity is Strength, Harmony keeps diverse people together and where there
is no Vision and Mission... the people are likely to perish… walk in peace and love brothers and
sisters.

   

Dr. Akhentoolove Corbin - GLEACH

 18  
 
REFERENCES

Caribbean Group for Cooperation in Economic Development (CGCED). Workers and Labour
Markets in the Caribbean. published a document prepared for the International American
Development Bank on (2002)
“Comparative Experiences in dealing with Economic and Social Development Issues” FINAL
REPORT. The Government and Social Partners of Barbados and the International Labour
Organization (ILO) – Tripartite Caribbean Symposium on Tripartism and Social Dialogue
Bridgetown, Barbados, 17-18 May 2001.

Henry, Zin. Labour relations and industrial conflict in the Commonwealth Caribbean Countries.
Columbus Publications: Trinidad. (1972)

http://www.ilo.org/caribbean/newsroom/WCMS_423450/lang--en/index.htm, accessed
November 2015.

http://www3.weforum.org/docs/WEF_GlobalCompetitivenessReport_2014-15.pdf. Accessed
November 2015.

Morris, Robert. Trade Union Administration - A Caribbean Workers’ Education Guide Port of
Spain. International Labour Office. (2002).
Nurse, Lawrence. & Best, Simon. Managing labour/management relations in a changing
economic environment, with a case study of Barbados. (2001)

Dr. Akhentoolove Corbin - GLEACH

View publication stats