Hurricane Melissa has reminded us – again – that climate shocks are no longer rare or exceptional events. They are part of Jamaica’s new normal.

While Kingston was spared the worst of the storm’s impact, several parishes were not as fortunate. Homes, livelihoods, farms, roads, and community infrastructure were severely affected. As a country, we rightly focus first on recovery. But for Jamaica’s business leaders, the more urgent question must now be: how prepared are we for the next storm?

The reality is this: climate risk is no longer a distant environmental concern. It is an economic, operational, and strategic risk that directly affects business continuity, competitiveness, and national development.

Global research by Deloitte and other institutions shows that the frequency and severity of extreme weather events are increasing, placing immense pressure on supply chains, infrastructure, and financial systems. For small island developing states like Jamaica, the cost of inaction is especially high. Each major storm can erase years of investment and hard-won economic gains.

Business continuity planning can no longer be treated as a compliance exercise or a document that sits on a shelf. Resilience must become an embedded part of how Jamaican companies plan, invest, and operate.

This means starting with climate-risk assessments that go beyond intuition. Businesses need to understand which assets, facilities, supply chains, and markets are most exposed to flooding, storm surge, power disruption, or transportation failure. Data-driven modelling and scenario planning are no longer optional – they are essential tools for decision-making.

It also means updating operational resilience plans regularly and training staff to respond effectively under crisis conditions. Companies that rehearse for disruption recover faster, protect jobs, and maintain customer confidence.

Crucially, resilience must be financed. Around the world, businesses and governments are increasingly using innovative instruments such as green bonds, resilience bonds, insurance pools, and blended-finance partnerships to fund climate-proof infrastructure. Jamaica has an opportunity to expand its use of these tools, aligning private capital with national resilience priorities.

There is also a powerful opportunity hidden within this challenge

Sectors such as tourism, logistics, agriculture, and coastal development can turn resilience into a competitive advantage. Around the Caribbean and beyond, hotels are being rebuilt with elevated systems and on-site renewable energy. Farms are adopting climate-smart techniques that reduce post-storm losses and improve food security. Infrastructure projects are being designed not just to withstand storms, but to recover quickly after them.

For Jamaica, this transition will require collaboration. Government, regulators, financiers, and the private sector must work together to create clear policy frameworks, credible climate-finance pipelines, and transparent standards that attract long-term investment.

Hurricane Melissa should not be remembered only for what it damaged, but for what it changed.

If we treat resilience as a strategic priority – planned, financed, and embedded across our economy – Jamaica can emerge stronger, more competitive, and better prepared for an increasingly uncertain climate future.

Imani Duncan-Price is the Director – Consulting and Office Leader for Deloitte in Jamaica. With over 20 years of experience in strategy and business administration, she has led projects with large regional and international companies across the financial services and public sectors.