Private sector at the frontlines of Jamaica’s response to Hurricane Melissa
When Hurricane Melissa struck Jamaica as a Category 5 storm on 28 October 2025, the private sector stepped up in unprecedented ways. From daily emergency coordination meetings to delivering tents, clean water and connectivity, companies became responders at a time when they were too part of the affected communities. In this interview with Carol Sanchez, Private Sector Focal Point for the Caribbean (as part of OCHA’s Private Sector Unit and the OCHA-UNDP Connecting Business Initiative), we hear how Jamaica’s private sector transformed lessons from COVID into real-time resilience, why clear government “needs lists” made all the difference, and how recovery is now opening doors for long-term investment in resilient infrastructure.
You were on the ground during the response. Can you tell us about your deployment and role?
During the response, I was initially involved remotely, working to coordinate efforts with the private sector. However, I was deployed in-country for three weeks, acting as the focal point for private sector engagement through the OCHA-UNDP Connecting Business Initiative (CBI), which aims to enhance private sector involvement in preparedness, response, and recovery efforts.
This deployment was my first experience in such a role, and it proved to be incredibly enriching. As someone who naturally prefers planning, I learned the importance of being flexible and adapting your modus operandi to the flow of events. I didn’t adhere to a strict script; instead, I focused on listening to local actors and responding to their needs.
Building trust and partnerships was essential, and I realized that meaningful collaboration requires a structured approach while leaving room for active listening. This is why I am planning a lessons-learned workshop in Jamaica in 2026 to consolidate these practices and extend them across the Caribbean and beyond.
How was the private sector organized during the emergency?
During the emergency, Jamaica’s private sector was remarkably well organized, drawing lessons from the COVID pandemic around the power of collaboration. They established a Private Sector Emergency Operations Center (EOC) where companies set aside competition to work together effectively. They held meetings twice daily, the afternoon edition including the participation of various sectors, including construction, manufacturing, banking, remittances, and others. They also coordinated the storage and redistribution of resources to communities in need, even those not directly affected by the hurricane.
Initially, they were talking mostly among themselves. After Melissa, the national disaster management authority changed its structure, prompting the private sector to connect with this new system and offering them a seat at the table. That’s when CBI stepped in to facilitate the coordination.
A big lesson learned for me is to never, ever forget to wear gender lens when coordinating the response. I recall a woman approaching us and telling one of the responders: “Thank you for the food and water, but what we really need is contraceptives and female hygiene kits.” A strong reminder of the importance of gender-sensitive approaches and the needs which at times remain invisible in the grand scheme of things.
What role exactly did OCHA play in facilitating this dialogue?
In simple terms, OCHA acted as a broker. We established connections between the private sector Emergency Operations Center (EOC), national authorities, and regional bodies such as CDEMA (Caribbean Disaster Emergency Management Agency).
We promoted the government’s support website, Support Jamaica – Official Disaster Relief & Recovery Portal, which outlined what was needed, where, allowing for financial donations. And we encouraged contributions from the private sector that aligned with these needs. Additionally, we assisted in managing diaspora donations, which sometimes included items that were not immediately necessary, and suggested financial contributions that could facilitate local purchases and by extension, could reactivate the local economy.
But above all, we have to recognize the crucial role that the Jamaican government played by publishing a clear “needs list” online, detailing the specific items required. This approach helped avoid mismatched donations and allowed companies to contribute directly to specific needs.
What is the key driver of the private sector’s engagement in crisis response?
There are both economic and humanitarian motivations for this engagement. Economically, companies benefit from increased visibility, tax exemptions, and potential partnerships. For instance, Canadian firms donated tents, which were facilitated by tax exemptions. Humanitarian motivation arises from recognizing the emergency’s severity, particularly since Melissa was a Category 5 hurricane, along with a genuine desire to help.
One key lesson learned is that the private sector now wants to formalize its response by developing Standard Operating Procedures (SOPs) or a “playbook” to standardize activation and ensure stronger links with national structures that stand the test of time.
How was the private sector able to engage so quickly in response efforts?
The country’s private sector did activate its Emergency Operations Center (EOC) early. They monitored, reported, and coordinated efforts twice daily, although initially without strong connections to national authorities.
That can be explained by Jamaica’s historical experience with Hurricane Gilbert in 1988 and the COVID-19 pandemic, which informed their readiness. When Hurricane Melissa formed, they quickly activated their coordination efforts. Nevertheless, Melissa’s impact as a Category 5 hurricane exceeded expectations.
The private sector itself was severely affected, particularly tourism, banking, and remittances, but it demonstrated incredible resilience. They are already collaborating with UNDP, CDEMA, and Jamaica’s Planning Institute to design recovery plans. The focus is not only on rebuilding homes but also on investing in sustainable, resilient infrastructure and local economies.
International private sector engagement is also being explored. A peer-to-peer exchange was organized with the CBI Member Network in Mexico, CENACED, to share insights and good practices around agriculture recovery post-hurricane devastation. Beyond that, U.S.-based organizations are considering equity-based investments in resilient infrastructure using pension funds. This is an opportune moment to incorporate international expertise and investment for long-term recovery.
Jamaican people are known for their resilience and positive spirit. Is that what you witnessed?
Without a doubt. I recall all the artisanal markets that had been completely destroyed. Yet, people were gathering, singing reggae, dancing, and celebrating life. Despite the immense losses, they were celebrating the mere fact of being alive, leaning on community and culture — “one love”—to cope.
Can you tell us a bit about what has happened since Hurricane Melissa, and what comes next?
We have had a few conversations – some public, some invitation-only – about lessons learned and how to build on the efforts made. CBI hosted a session during HNPW and another one during its recent Private Sector Resilience Forum, and there has been a regional stakeholder consultations on charting the path to a resilient Caribbean. CBI also led a strategic partner alliance session at OCHA ROLAC’s Hurricane Season Preparedness Event (HSPE 2026), reinforcing private sector engagement ahead of the 2026 season. In parallel, CBI guided the preparedness workstream of the Private Sector Working Group, contributing to the Synergy simulation exercise and the CDPG Disaster Management session held pre-hurricane season, both convened by CDEMA and the UN Resident Coordinator, to ensure private sector actors are fully integrated into regional readiness efforts.
While forecasts point to a below-average season, we know all too well that it only takes one storm to change everything. That’s why the work continues, and why every partnership, every exercise, and every lesson learned counts.
If you want to know more about the OCHA-UNDP Connecting Business Initiative, visit www.connectingbusiness.org or connect with the team on LinkedIn or Instagram.
