The need for a new play field

Sep 28, 2016 Letters

Dear Editor;
In 1971 the reports show that the sugar industry of Guyana produced 369,000 tons of sugar, despite experiencing one hundred inches of rainfall that year. Then Chairman of Bookers Sugar Estates Ltd in addressing the New York Sugar Club in 1972 said, amongst other things, that they were already contemplating a target of 400,000 tons.
Fast forward to the early 21st Century when a most comprehensive technical and agricultural project was attempted at Skeldon Estate – aimed at achieving the same industry target conceived in the 20th century. The Skeldon factory in particular turned out to be an albatross, which at one stage even one President publicly offered to personally manage.
To date it has remained true to being a Chinese puzzle that appears to have gone unnoticed, even by keen observers as the writer in KN of September 23, 2016. It was from the top of this mountainous disaster, that the industry’s performance and fortunes declined – (mis)managed by persons with faces that must have been familiar to the writer.
It was in fact this talented group who in acting out of their vision caused many to emigrate, substantively reducing the skills and management capacity of the Corporation to achieve annual targets.
It was they who annually lowered the original targets set to facilitate payment of ‘incentives’ – albeit a fundamental contradiction in terms – an ‘incentive’ to under-perform – unique in the history of organisations anywhere.
Consequently, in the light of all the revenue shortfalls, it was they who instituted the provision of ‘wanton’ subsidies – consistent perhaps with the Chinese mindset in which they were enveloped. It was their Board which ‘destroyed the flagship of our patrimony’.
At the same time however, keen as current observers may be, they appear to have overlooked the decline, indeed the disappearance, of the sugar industry across the Caribbean.
Such a development must signal to all that the sugar economy is transitioning out of its traditional position of a main revenue earner. Quite the contrary, we have to come to grips with the reality, recognised globally that the financial viability of a small sugar industry will become increasingly vulnerable in the foreseeable future.
That prospect leaves us with the challenge to look for viable options – an opportunity for concerned stakeholders to come on board (if not onto the Board). It is not a good use of energy to merely focus on apparent current weaknesses. Rather show the true mettle of our respective concerns and devote that energy to recommending creative solutions.
Who was it that said we cannot solve the problems if in the same mindset as when we created them. We all have a responsibility for retrieving the national ‘patrimony’ as far as it is possible. Primary amongst these stakeholders are obviously the Unions.
The old adversarial relationships between the latter and the employer are not only anachronistic, but moreso, unrealistic. Both parties have so far trodden a beaten path towards arriving at a situation where nobody wins.
Surely if one party insists on having its share of benefits, the logic which follows must dictate that there must be a coming together to create the very benefits, before they can be shared. It is clear that at this juncture there is need for a new playing field on which we can all play as one team.
E.B. John

Discover more from Kaieteur News

Subscribe to get the latest posts sent to your email.

Latest News