Accelerating Caribbean productivity: A South-South exchange blueprint

Trinidad and Tobago (ILO News) - For many, the word "productivity" often feels like a cold, mechanical concept focused exclusively on maximizing output and minimizing costs, detached from the human element of work. But an exciting initiative spearheaded by the International Labour Organization (ILO) Caribbean office, is challenging this perception. By fostering regular conversations and collaboration between peers and professionals in productivity institutions across the Caribbean region, this South-South productivity exchange seeks to reframe productivity not as a corporate goal, but as a deeply human-centred pathway to better lives and stronger economies.

The ILO's work in the Caribbean reframes productivity as a direct pathway to "decent work." This strategically shifts the focus from abstract economic indicators to tangible improvements in the daily lives of workers. According to John Bliek, ILO Sustainable Enterprise Development specialist, there is a clear connection between a country’s productivity and the quality of its jobs. "We know that if productivity is higher, then there might be less informality. If there's less informality, quality of work increases." This grounds the entire concept in a real-world benefit for individuals and their communities. It’s not just about making businesses more efficient; it's about anchoring economic policy in values that are "dear to the heart of the ILO," such as decent living standards and inclusion.

The best solutions are demand-driven, not top-down
One of the key features of this particular South-South exchange is that it is explicitly "demand-driven." Instead of imposing a one-size-fits-all solution, the ILO acts as a facilitator, responding directly to the expressed needs of participating countries. This ensures that support is practical, relevant, and immediately applicable.

What does it look like in practice? Consider the experience of the recently formed National Productivity Task Force in the Bahamas. Rather than receiving a generic playbook, they are learning directly from Jamaica's decades-old Productivity Centre (JPC). This peer-to-peer mentorship allows them to get answers to the specific, granular questions that matter on day one: What type of statutes do I develop? What does governance of a national productivity centre look like? How do we involve the constituents?

Expertise flows in both directions
A counter-intuitive finding from this model is that learning is not a one-way street from established organizations to new ones. The collaborative network creates an environment of mutual future-proofing, where expertise flows in both directions.

John Bliek highlights that experienced centres, like Jamaica's, also benefit immensely from the newcomers. Newer councils, established in a different economic era, are often more focused on modern innovations. They introduce fresh perspectives on critical issues like digitalization, the green economy, and the role of AI in boosting productivity. This helps the established, centres stay relevant and adapt to emerging economic realities.

Examining other regional models for inspiration
In a recent session of the Productivity Exchange held on 3 November 2025, ILO EESE Productivity Technical Officer Thu Huong Ngo shared experiences and lessons from the Asia–Pacific region with representatives of productivity councils in the Bahamas, Trinidad and Tobago, and Suriname. Drawing on the long-standing experience of the Asian Productivity Organization (APO) network, she outlined models of institutional sustainability that could inform the Caribbean’s efforts. Examples highlighted included the Malaysia Productivity Corporation (MPC), established in 1966 under an Act of Parliament, and India’s National Productivity Council (NPC), founded in 1958 as a statutory body involving multiple ministries, employers, and workers. Even non-statutory entities such as the Japan Productivity Center (JPC) maintain strong operational links with government, positioning them as strategic partners in national development. The ILO underscored the value of learning from Asia, where productivity growth has been strong over an extended period.

You can't improve what you don't measure
A fundamental challenge identified across the region is a "lack of concrete data." Without reliable metrics, any effort to boost productivity remains theoretical. A key role for the productivity councils and centres, therefore, is to improve the measurement of productivity at both the sector and workflow levels. This data will become the diagnostic tool that allows these councils to move from abstract goals to surgical interventions. Once gaps are clearly identified, the centres can develop targeted programs to address them effectively.
This commitment to data-driven strategy is encapsulated in the foundational principle that guides the initiative: "We cannot improve what we don't measure."

An effective blueprint for growth
The ILO Caribbean’s productivity exchange initiative offers a compelling model for supporting countries to pursue growth that is human-centred, collaborative, and data-informed. It proves that the most effective solutions often come from empowering peers to learn from one another in a system built on trust and shared goals.

As the ILO prepares for 2026, the plan is to scale this practice and platform, with ambitions for deeper engagement that could reach the level of CARICOM. By incorporating global learnings from regions like Asia and Africa, the productivity exchange initiative is poised for even greater impact.