分类: business

  • Manufacturers urged to deepen tourism links

    Manufacturers urged to deepen tourism links

    As global trade fragmentation continues to create unprecedented headwinds for small island economies, the Barbados Manufacturers Association (BMA) has laid out a clear policy and operational roadmap to deepen integration between the island’s manufacturing sector and its key tourism industry, calling for strengthened cross-sector collaboration and improved market data to expand domestic supply capacity.

    Speaking at a panel discussion focused on Caribbean economic strategies for navigating fractured global trade, hosted as part of the Central Bank of Barbados’ Annual Review Seminar, BMA Executive Director Shardae Boyce emphasized that reframing tourism as a high-potential export channel for local producers is a core step to unlocking sector growth. Unlike traditional cross-border exports that require extensive logistics and market access infrastructure, tourism brings international consumers directly to Barbados’ doorstep, creating a ready-made market for locally made goods.

    Boyce noted that BMA’s membership covers seven key manufacturing segments, all of which hold untapped potential to serve the island’s booming tourism ecosystem: from food and beverages to furniture, construction materials, and pharmaceuticals. Each sector has a unique, mutually beneficial role to play, particularly as Barbados experiences a widespread construction boom and prioritizes the delivery of authentic cultural experiences to visitors.

    “For food and beverage producers, the connection to tourism is organic,” Boyce explained. “Local cuisine and drinks are tangible carriers of Barbadian heritage, which makes them an inherently attractive offering for international travelers looking for an authentic island experience.” She added that the ongoing construction surge, driven largely by tourism-related infrastructure and hospitality development, creates massive immediate opportunities for local construction product manufacturers to supply major projects across the island, replacing imported goods with domestic alternatives.

    While Boyce acknowledged that basic commercial links between local manufacturers and the tourism sector already exist, significant barriers remain that prevent large-scale integration. Information gaps between producers and buyers, combined with structural regulatory hurdles, have constrained the expansion of local supply. To address these challenges, she called for formal, structured public-private collaborative frameworks that bring all key stakeholders to the table to resolve operational bottlenecks.

    Boyce pointed to the existing Tourism Community Council as a successful early model of this approach. The multi-stakeholder public-private partnership already brings manufacturers, tourism operators, and government agencies together to identify and resolve shared challenges, and Boyce argued that expanding this model will directly translate to increased local supply volumes: “Stronger relationships mean greater supply.”

    In response to ongoing global supply chain disruptions and volatile input costs that have squeezed producer margins across the Caribbean, Boyce shared that local manufacturers are already adapting by rolling out collective bulk purchasing strategies for raw materials. By consolidating input orders and purchasing in bulk, producers can leverage economies of scale to lower per-unit costs, a saving that ultimately also benefits consumers through more stable retail pricing.

    Beyond cross-sector collaboration and collective action by producers, Boyce stressed that aligned national policy and streamlined administrative processes are critical to attracting new manufacturing investment and helping local enterprises build resilience to external economic shocks. “Much of our ability to adapt and prepare for trade fragmentation depends on domestic action: we need clear, supportive national policies, updated trade frameworks, and reliable infrastructure that makes doing business simpler for local producers,” she said.

    To address the critical gap in reliable market intelligence, the BMA has already begun proactive work to improve data access through technology and academic partnerships. A key ongoing initiative is a collaborative data collection project with the University of the West Indies, which aims to gather granular market data, raise operational standards across the manufacturing sector, and boost overall productivity.

  • CTO to launch Caribbean Tourism Research Forum at SOTIC 2026

    CTO to launch Caribbean Tourism Research Forum at SOTIC 2026

    The Caribbean Tourism Organization (CTO) has announced a landmark new initiative to bridge academic research, public policy, and on-the-ground tourism practice: the first-ever Caribbean Tourism Research Forum, set to debut alongside the 2026 State of the Tourism Industry Conference (SOTIC) in Guyana. Slated for October 6, 2026, the three-hour opening forum will align with SOTIC 2026’s overarching theme “Tourism Futures: Smart, Sustainable, and Inclusive,” creating a dedicated collaborative space for stakeholders across the regional tourism ecosystem.

    Unlike rigid traditional academic conferences, the forum is designed as an interactive, solution-focused platform that brings together a diverse cross-section of participants: active researchers, university leadership, practicing tourism industry professionals, destination management officials, international development partners, and graduate and undergraduate students. The structured programming splits into two focused showcase segments to highlight both emerging academic work and real-world applied research.

    The first segment, “Emerging Research from Caribbean Universities,” will shine a spotlight on new and ongoing studies led by regional academic institutions, elevating homegrown expertise that is often overlooked in global tourism discourse. The second segment, “Research in Practice: Applied and Destination Insights,” will center actionable research that directly addresses core challenges in tourism policy, destination planning, market analysis, and day-to-day destination management.

    A wide range of pressing, industry-relevant topics will be covered across presentations, including shifting global visitor travel patterns, advanced tourism demand forecasting, climate-resilient tourism development, community-owned tourism models, workforce upskilling and development, the integration of artificial intelligence into tourism operations, digital transformation for small and medium-sized tourism businesses, regional destination competitiveness, and measuring the distributional economic impact of tourism across local communities.

    Aliyyah Shakeer, CTO’s Director of Research, emphasized that the forum fills a longstanding gap in regional tourism governance. “For too long, there has been a disconnect between the valuable research produced by academic institutions and the decision-making processes that shape tourism development across the Caribbean,” Shakeer explained. “This initiative is built to strengthen the critical connections between research, policy, and industry, ensuring that all regional tourism development efforts are guided by rigorous, reliable evidence and practical, locally rooted solutions.”

    Per event rules, each presentation will be capped at 10 minutes to keep discussions dynamic, followed by structured moderated Q&A sessions that allow for audience engagement. The forum will conclude with a plenary conversation focused on expanding long-term collaborative frameworks between academic institutions and private and public sector tourism stakeholders across the Caribbean.

    For registered SOTIC 2026 delegates, participation in the research forum will be offered at no additional cost. The CTO is currently accepting presentation nominations from Caribbean universities, accredited regional research institutions, the existing Caribbean Tourism Research Network, and CTO member countries. All nomination submissions must be completed through the CTO’s official online portal by the deadline of Sunday, August 23, 2026.

  • Tourism minister reports 18% increase in visitor arrivals last year

    Tourism minister reports 18% increase in visitor arrivals last year

    The Caribbean island nation of Dominica has logged impressive gains in its tourism sector, with overall visitor arrivals climbing 18% in the most recently completed fiscal year, Tourism Minister Denise Charles-Pemberton confirmed during the 2026/2027 national budget debate held Friday.

    In total, the country welcomed 527,728 travelers across all categories during the 12-month period, marking the first time Dominica has crossed the half-million annual visitor threshold in recent years. “Half a million visitors reached Dominica in this fiscal year, Mr Speaker, and we have to be proud of that,” Charles-Pemberton told legislative members during her address.

    The strong growth was consistent across both key segments of the country’s tourism industry: overnight stayover visits and cruise ship calls. Stayover arrivals, a segment that drives greater long-term revenue for local accommodations, restaurants and small businesses, surpassed the government’s 100,000 annual target to hit 102,659 visitors, representing a 20% year-over-year increase. Cruise passenger arrivals also matched that 20% growth rate, totaling 416,719 cruise travelers docking at the island’s ports over the fiscal year.

    Charles-Pemberton noted that broad-based growth across all of Dominica’s core source markets underpinned the sector’s strong performance. The United States, Dominica’s largest source of stayover visitors, recorded 22% growth and accounts for 29% of the country’s total overnight visitor count. The French West Indies, the island’s second-largest market, saw a 13% rise in arrivals, while regional Caribbean travelers grew by 15% year-over-year. The United Kingdom posted a 9% increase, and the Canadian market delivered even stronger gains of 23%, according to the minister’s data.

    Beyond the tourism sector itself, Charles-Pemberton emphasized that the booming travel industry is a core driver of the country’s broader economic expansion, contributing significantly to Dominica’s projected 4.5% overall economic growth for the fiscal year.

  • ‘No one will save us’: Caribbean must be self-reliant for economic survival – professor

    ‘No one will save us’: Caribbean must be self-reliant for economic survival – professor

    As the global trading system fractures into competing blocs and large powers increasingly embrace protectionist policies, small island nations of the Caribbean cannot count on outside powers to rescue their economies, leading regional economist Professor Justin Robinson has warned. Delivering a stark message at the Central Bank of Barbados 46th Annual Review Seminar, Robinson emphasized that only deliberate self-reliance and tangible, practical regional integration can secure the Caribbean’s economic future.

    Robinson, who serves as principal of the University of the West Indies at Five Islands in Antigua, opened his address by repeating his widely shared regional mantra: “no one is coming to save us.” He challenged the Caribbean’s long-standing habit of waiting for international markets to stabilize and rebound, arguing that the era of depending on external economic safety nets has definitively ended. For Caribbean societies, he said, a fundamental psychological shift is required to take full control of collective financial destinies.

    For decades, small Caribbean states have operated within a global trading system designed entirely by larger, wealthier major economies. The decades of rapid globalization opened access to affordable foreign goods and services for small open Caribbean economies, but it also left them dangerously dependent on global economic powerhouses. Today, as geopolitical shifts split the global economy into competing trade blocs, with major powers prioritizing protectionism, higher tariffs, and supply chain nationalism, the Caribbean faces disproportionate exposure to economic disruption.

    Contrary to common regional framing of this shift as an unprecedented crisis, Robinson noted that global fragmentation is actually a return to historical norms for the region. “The Caribbean didn’t build the global trading system that is currently fragmented. We were incorporated into it on other people’s terms. So fragmentation is really not a departure from our history, it’s really a return to the normal condition,” he explained. He added that the global trading architecture was never structured to accommodate the unique vulnerabilities of small island states, meaning even minor disruptions have outsized consequences.

    When a large industrial economy imposes new trade barriers, it typically only faces a small dip in overall efficiency. For small island nations, however, trade disruptions strike immediately at the baseline of daily economic survival. “When large economies fragment, they lose efficiency. But when small economies like ours are fragmented against, we really risk actually losing viability, and I think this is really what is at stake for us at this point,” Robinson said.

    The real-world impacts of this global shift are already being felt across the Caribbean, manifesting in sharp spikes in the cost of everyday goods. The region imports the vast majority of its food, fuel, and consumer products, so external supply chain and trade disruptions translate directly to higher domestic prices. Robinson stressed that the urgency of the moment cannot be overstated: while a 0.5% increase in inflation is just a minor data point for large economies, it makes the difference between working households being able to afford groceries across most Caribbean islands. “The costs are real, they are already arriving,” he noted.

    Compounding this economic pressure, the traditional safety nets that long buffered Caribbean economies from domestic hardship are rapidly disappearing. For generations, the region’s development model has relied heavily on outward migration and remittances from citizens living in the Global North. But as wealthy Northern nations implement stricter immigration controls and tighten border policies, this historic escape valve is closing. Robinson framed the current moment as a fundamental crisis of the Caribbean’s long-standing externally dependent development model.

    “Our own failure to develop has been cushioned by the fact that we could export people. That gap is closing. The remittances from those persons again have supported levels of consumption that our economies cannot support,” he explained. Against this backdrop, the core question facing the region is whether leaders and societies will fall back on old patterns of waiting and passive adjustment, or embrace the radical changes needed to build a more resilient economic future.

    To navigate this new reality, Robinson argued that Caribbean nations must move beyond treating regional integration as an ideological ideal and turn it into a practical, everyday tool for economic survival. Though the Caribbean Community (CARICOM) has signed dozens of regional trade agreements on paper, persistent barriers still block meaningful cross-border commerce between member states. High internal transport costs, convoluted border bureaucracy, uncoordinated port management, and conflicting national product standards all make trade between neighboring Caribbean economies unnecessarily difficult and expensive.

    “Regional integration is not a panacea for our problems, but it is one of the areas we have where we can respond and somewhat reduce our vulnerability and negative impact. So regional integration is really no longer a sentiment, I think it becomes a necessity,” Robinson said. He called on national governments and regional institutions to take immediate targeted action to remove these internal frictions, prioritizing modernization of port infrastructure, streamlining of customs clearance processes, and harmonization of product and trade standards across the region.

    Robinson also laid out a clear pathway for retaining more economic value within local communities: strengthening domestic links between key sectors, such as connecting local agriculture and manufacturing directly to the foreign exchange generated by the region’s massive tourism industry. This approach would reduce reliance on costly imported goods and keep more revenue circulating within regional economies, he explained.

    As a working model of successful integration driven by necessity, Robinson highlighted the Organisation of Eastern Caribbean States (OECS). The sub-regional bloc’s member states are all micro-states with extremely small domestic markets, leaving them no choice but to integrate deeply to achieve economic scale. The OECS has already implemented genuine free movement of labor across member states, shared cross-border regulatory frameworks, and a common regional Supreme Court – levels of integration that have not been achieved across the wider Caribbean. “They don’t have a choice but to integrate, and they have levels of integration that are not present in the rest of the region… that comes out of the fact that because of their small size, they view integration as a necessity,” Robinson noted.

  • People are electing parties that will deliver – US deputy secretary of state

    People are electing parties that will deliver – US deputy secretary of state

    On Monday, August 10, 2026, U.S. Deputy Secretary of State Christopher Landau delivered remarks during a stop in Trinidad and Tobago, ahead of a planned diplomatic visit to neighboring Guyana. During his address, Landau outlined a shifting global political trend he has observed across democratic nations: voters are increasingly rejecting status-quo politics that prioritize empty rhetoric over tangible progress, and instead electing administrations they trust to deliver measurable results for their populations.

    “Business as usual has stopped delivering meaningful outcomes for ordinary people across the globe,” Landau stated. “Voters everywhere are demanding change.” To illustrate his point, he cited the recent electoral victories of Prime Minister Kamla Persad-Bissessar of Trinidad and Tobago and U.S. President Donald Trump, arguing that both leaders have centered their governance on action rather than lip service.

    “Unlike many former leaders around the world, these two leaders are laser-focused on delivering results, not just speeches,” Landau noted. His comments came during an event marking a major new energy development in the region: energy giant bp Trinidad and Tobago announced that Trinidad and Tobago’s state-run National Gas Company has acquired a 20% stake in the cross-border Manakin-Coucina gas field shared with Venezuela. Separately, bp has purchased the remaining 70% share of Woodside Energy’s Block TTDAA14, which hosts the deepwater Calypso Gas project, bringing bp’s total ownership of the project to 100%.

    The event coincided with another major economic announcement for Trinidad and Tobago: Edwin Bennet, CEO of U.S.-based Pinnacle Steel and Vanadium Company, confirmed the firm would inject an initial $250 million into reopening the idled Point Lisas steel plant, which shut down operations back in 2016. The company targets full commercial production of steel and vanadium by the end of 2027, marking a significant revitalization of the country’s industrial sector.

    Landau lauded Persad-Bissessar’s administration and Trump’s leadership for laying the policy and infrastructure groundwork that has unlocked these new energy projects, in partnership with major firms including ExxonMobil, Curlew, and bp. These developments, he said, will reshape the long-term energy trajectory of both the United States and Trinidad and Tobago.

    “This is what mutually beneficial diplomacy and commercial partnership looks like: both nations advance their own national interests while finding shared solutions that lift all parties. This is a true win-win collaboration,” Landau added. He told Prime Minister Persad-Bissessar that international “capital flows to where it is welcome,” crediting her administration’s pro-investment policies for making the revitalization of shuttered industrial sites like Point Lisas possible.

    Looking ahead, Landau’s upcoming visit to Guyana will center on deepening bilateral cooperation in high-priority strategic sectors, including energy development and critical minerals extraction. As of Monday, the Guyanese government has not yet issued an official public statement confirming the visit to Georgetown.

  • BTL Workers Push Back Against SMART Deal

    BTL Workers Push Back Against SMART Deal

    A proposed corporate consolidation in Belize’s telecommunications sector is facing unexpected and growing pushback from frontline employees, just one week after company leadership gave the green light to move forward with the deal.

    In August 2026, the Belize Communications Workers Union (BCWU) announced that 84% of its members who work at Belize Telemedia Limited (BTL) now oppose the company’s planned acquisition of competing telecom provider SMART. This marks a sharp reversal from January of the same year, when the majority of BTL staff initially voiced support for the merger.

    Union representatives explain that this early backing was conditional: workers agreed to entertain the acquisition on the understanding that their core concerns – ranging from job security, future corporate governance structures, potential financial risks, and formal worker protection guarantees – would be thoroughly reviewed and addressed by BTL’s leadership before any final vote. After months of waiting for detailed disclosures and meaningful negotiations, the BCWU confirms that nearly all of these critical questions remain unanswered.

    The opposition follows a recent split vote by BTL’s Board of Directors, which advanced the acquisition process with an 8-2 vote in favor of continuing the transaction. Despite the board’s formal approval to move ahead, the union has stressed that rushed action without full transparency and inclusive consultation is unacceptable.

    In a statement, the BCWU emphasized that BTL’s employees are not just hourly or salaried staff – they are key stakeholders with direct, personal stakes in the deal’s outcome. The acquisition touches not only on their individual livelihoods but also on one of Belize’s most critical national infrastructure assets, making worker input a non-negotiable part of the process.

    To amplify their call for accountability, the BCWU has announced it will partner with the National Trade Union Congress of Belize to map out next steps for the opposition movement. The union’s core demand remains unchanged: any final decision on the acquisition must be conducted through open, responsible processes that center the voices of the workers who will be most affected by the outcome.

  • She almost lost everything; now her beauty brand is thriving

    She almost lost everything; now her beauty brand is thriving

    On a bustling Saturday afternoon at Knots Box Beauty’s Rodney Bay location, the hum of constant foot traffic fills the air. At the sales counter, a first-time customer and a brand representative chat easily, like long-time friends, as they browse through the store’s collection of beauty products. This warm, welcoming atmosphere is no accident – it is the foundational value that turned a small side hustle into one of St. Lucia’s most successful locally owned beauty retailers.

    When reporters from St. Lucia Times visited the northern St. Lucia branch to sit down with founder Natalie Girard, what emerged was a story of resilience, intentionality, and actionable lessons for emerging entrepreneurs across the Caribbean. Six years after Girard launched the brand from a loan from her sister, Knots Box Beauty has grown far beyond its early roots selling virgin hair extensions. Today, it boasts two brick-and-mortar branches, distribution across 17 local retail locations, an in-house line of hair care products, and a full menu of on-site beauty services from lash extensions to styling – all while staying rooted in the core principle that shaped its survival from day one: putting people first.

    Girard’s entrepreneurial journey began with a childhood passion, rooted in frustration: as a young girl with 4C hair, her mother struggled to find products and styling that fit her needs, sparking a lifelong fascination with hair care that would eventually turn into a career. For three years before launching her own brand, she sold hair extensions independently while working as a sales representative at her sister’s business, Fashion Bloc. By 2020, she felt ready to branch out on her own. Her sister loaned her the startup capital to purchase her first bulk order of hair – a investment that would become her first, and most formative, business lesson.

    Almost immediately after purchasing the batch, Girard discovered she had skipped critical supplier research, and the entire order was low quality. It would have been enough to sink a new business, but Girard’s commitment to transparency and customer connection changed the outcome. She reached out proactively to every client who had purchased hair from the first batch, checked in about their experiences, and owned the product’s shortcomings. While most clients agreed the hair quality was poor, many told her they appreciated her responsiveness, openness, and warm personality – and promised to return once she fixed the issue. That early near-disaster taught Girard that exceptional customer service is not an add-on to a successful business, it is a core asset that can keep a brand afloat when everything else goes wrong.

    That first setback was far from the last challenge Girard would face. Building the brand, she says, has been an emotional and financial roller coaster, marked by far more lows than highs in the early years. As a young new business owner, she lacked formal financial education, and a series of missteps left her back where she started, with no capital to grow. To regroup, she took a second job at an insurance company for just over a year, saving every penny to fund new product testing and eventually secure a larger business loan. Throughout this period, she chose to stay focused on her long-term goal, tune out negative energy, and work quietly to refine her operations and find the right suppliers.

    For Girard, sustained growth has depended just as much on agility and trend awareness as it has on customer service. With social media shaping modern consumer demands more than ever, Knots Box Beauty prioritizes tracking emerging beauty trends to make sure the products customers are asking for are always on shelves, either as direct offerings or comparable alternatives that fit client needs.

    Over time, this customer-centric approach led to natural expansion: what started as a hair extension business grew to offer skincare, dental care, intimate care, and makeup products. After three years of testing and refining formulas, the brand launched its own signature line of hair care products – designed to work for both natural hair and virgin hair extensions, and gentle enough for young people to use. Even when loved ones urged her to launch the line earlier, saying it was already good enough, Girard refused to settle. “Good enough is not good enough for me,” she says of the process, a choice she has never regretted.

    Today, Knots Box Beauty has two St. Lucia locations: one in J.Q. Rodney Bay Mall and a second on Coral Street in Castries. Its products are carried by 13 Massy Stores locations, Glass Supermarket, and CPJ, with more retail partnerships on the horizon. Girard already has her next goal in sight: launching an in-house skincare line to add to the brand’s growing offerings.

    Even as the business scales, Girard says she has not strayed from the values that kept her afloat in the early days. The brand still prioritizes empathy and centers customer feedback in every decision, never losing sight of how critical local support has been to its success. “We really do care about our customers’ experience,” she explains. “We’re very grateful for every person who chooses to purchase our products and support our locally grown brand.”

  • BCCAR Restores Online Business Registry System Following Cybersecurity Incident

    BCCAR Restores Online Business Registry System Following Cybersecurity Incident

    Five days after taking its core digital platform offline to contain an unauthorized access incident, the Belize Companies and Corporate Affairs Registry (BCCAR) announced the full restoration of the Online Business Registry System (OBRS) on August 10, 2026. The cybersecurity incident was first detected last week, prompting immediate action from registry officials to shutter public access to the service while security upgrades and validation testing were completed.

    In a transparent public update, BCCAR confirmed that a limited set of documents marked with a solid warning icon in the system were accessed and downloaded by the unauthorized actor during the breach. Crucially, the agency has found no evidence that any of these accessed documents were modified, deleted, or tampered with in any way, meaning their legal validity remains fully intact.

    Preliminary investigative findings have also ruled out compromise of the registry’s core infrastructure: no unauthorized access was detected on the main database, central servers, or administrative privilege accounts. BCCAR’s technical team has already disabled all suspicious user accounts linked to the incident, and an independent third-party cybersecurity expert has been brought on board to support the ongoing probe into the breach.

    To strengthen the platform’s defenses ahead of full reactivation, BCCAR rolled out several targeted new security measures. A temporary hourly limit of 100 document views and downloads per user has been put in place to mitigate unusual activity, and the registry has temporarily suspended the passport-based registration pathway for limited public user accounts – the vulnerability that the attacker exploited to gain initial unauthorized access.

    The OBRS was first taken offline at 1:45 p.m. local time on August 5, a proactive step taken by officials to stop further unauthorized access and limit potential damage. BCCAR is advising any user whose documents were flagged as accessed, or any user with questions about the incident, to monitor official online updates for the latest information, or reach out to the agency’s support team via customer service hotline, WhatsApp, or official email.

  • Experts urge border reform to counter trade fragmentation

    Experts urge border reform to counter trade fragmentation

    As persistent global trade fragmentation continues to reshape international commerce, industry leaders and economic experts gathered at a Central Bank of Barbados seminar have issued a urgent call for Caribbean governments to update outdated infrastructure and operational frameworks to protect regional economic stability. The consensus from the keynote panel discussion focused on navigating fractured global markets, that years of inaction on core border and trade reforms have left the region unnecessarily exposed to external shocks, while holding back the growth of intra-regional commerce.

    Ryan Forde, chief executive of the Barbados Hotel and Tourism Association, opened the discussion by outlining the most pressing structural flaws holding the region back. Outdated border regulations, slow and cumbersome customs procedures, and fragmented data systems that lock critical information in silos, he argued, are actively stifling trade between Caribbean nations and weakening the resilience of domestic economies. Forde emphasized that the region has fallen far behind on the essential work of modernizing border and trade operations, forcing local businesses to rely on tools and processes that belong to a previous generation.

    One of the most critical gaps Forde identified is the lack of real-time data collection and sharing across key regional industries, from agriculture and manufacturing to the vital tourism and hospitality sector. Without access to up-to-date market and arrival data, businesses and policymakers cannot make informed strategic decisions, and operational costs are driven up unnecessarily. “The stronger that we make those prerequisites of data collection and sharing, then we can make it more profitable to be using more locally here,” Forde explained, noting that competing regional destinations have already integrated real-time data into policy development and targeted marketing campaigns. “If we have our competitors, some islands that are smaller using data more efficiently than we are, then we are still stuck in the 1990s.”

    Beyond data gaps, Forde called out widespread inefficiencies at regional entry ports and exorbitantly high inter-island travel costs as self-imposed barriers that block inclusive economic expansion. He urged regional political leaders to set aside partisan finger-pointing and tackle these shared challenges head-on. High transport and travel fees, he noted, discourage both international tourists and local residents from exploring multi-destination trips across the Caribbean, while inconsistent administrative processes at border crossings create unnecessary friction for cross-border commerce.

    Shardae Boyce, executive director of the Barbados Manufacturers’ Association, echoed Forde’s concerns, adding that local manufacturing producers already face mounting headwinds from fragmented regional supply chains and skyrocketing input costs. To adapt to this challenging landscape, Boyce explained that local manufacturers are beginning to collaborate by pooling their collective purchasing power to offset global price increases. “Inputs supply becomes a challenge in a trade-fragmented environment, and we are seeing conversations happening in terms of how manufacturers can now consolidate inputs,” Boyce said. “When you buy in bulk, you have the opportunity to bring down the cost of the product, which will have a positive impact on consumers.”

    Speaking from the perspective of the Inter-American Development Bank (IDB), lead trade specialist Krista Lucenti warned that the disruptions roiling global markets today are not the temporary blips many regional leaders have hoped for. Instead, they represent permanent structural shifts that emerged from decades of rapid trade liberalization and the rise of highly concentrated global supply networks. Lucenti urged Caribbean governments to address long-standing internal inefficiencies rather than waiting for external global markets to return to pre-disruption stability.

    Lucenti pointed to a host of systemic issues holding the region back, from persistent border inefficiencies and excessive port fees to underdeveloped sanitary and phytosanitary standards that block the Caribbean from expanding food exports. She called on regional authorities to tackle costly non-tariff barriers and update outdated port governance models, noting that modern, service-focused special economic zones could help smaller Caribbean territories overcome their inherent limitations of geographic scale. A core problem, she explained, is the persistent lack of cross-agency coordination between overlapping border agencies, including customs, health, and agricultural inspection teams, leaving most regional ports operating under obsolete governance frameworks.

    “In this region there are significant border inefficiencies. Many of our ports are still tool ports; they are not landlord models. The port governance is still from another era,” Lucenti warned. She closed by urging regional governments to make the politically difficult but economically essential decisions that will secure long-term growth and stability for Caribbean nations.

  • Eerste cao tussen IWWO en DP World Paramaribo rond

    Eerste cao tussen IWWO en DP World Paramaribo rond

    After more than a year of structured negotiations, the Integra/DP World Workers Organization (IWWO) and DP World’s Paramaribo operations have finalized and agreed to their first-ever collective labor agreement, a landmark deal that establishes a formal framework for labor-management relations at the South American port facility.

    Robby Berenstein, chairperson of IWWO and the figure identified second from left in accompanying photos of the negotiations, called the new agreement a critical foundational milestone for future collaboration between the port’s workforce and its executive leadership. Negotiations for the deal were first launched in June 2025, when representatives from IWWO’s governing board and DP World Paramaribo’s management came together to draft an initial outline that set core priorities and ground rules for talks. By March 2026, the parties had produced a fully developed draft agreement complete with specific, binding clauses and operational provisions.

    Berenstein emphasized that the entire negotiation process unfolded in a constructive, collaborative atmosphere. He credited open dialogue, mutual trust, and a shared commitment to crafting a modern, balanced agreement that meets the needs of both sides for the efficient, successful completion of talks. “We are delighted that this process has resulted in an agreement that aligns with the needs of today and prepares us to address the challenges of tomorrow,” Berenstein stated in remarks following the finalization of the deal.

    DP World Paramaribo’s negotiation team was led by a cross-functional group of senior leaders including People Manager Xamira Visser, Chief Executive Officer Mervel Kotzebue, and Shalinie Ramdjas, Employee Engagement and Compensation Human Resources Business Partner.

    As the first formal collective bargaining agreement between the two organizations, particular focus was placed throughout negotiations on striking a fair, sustainable balance between the interests of the port’s 83 IWWO member workers and the operational needs of DP World as the employer. The finalized accord formalizes agreements on a range of core workplace issues, including employment terms, worker rights, and shared responsibilities for both parties.

    For IWWO, the new agreement also represents a key step forward in professionalizing formal social dialogue within DP World Paramaribo. The organization says the deal will serve as a enduring framework for long-term sustainable labor relations, tying together worker interests, business growth, and constructive social partnership between management and the workforce. Currently, IWWO counts 83 registered members among DP World Paramaribo’s staff.