Those experts who closely follow economic numbers tell us that, directly and indirectly, the visitor industry accounts for roughly a third of Jamaica’s gross domestic product (GDP).

Direct beneficiaries in the resort sectors apart, those benefiting indirectly include farmers, manufacturers, transport operators, the construction industry, et al.

Hundreds of thousands of Jamaicans are employed directly and indirectly as a consequence of tourism.

Those realities largely explain the catastrophic economic downturn from Hurricane Melissa, which tore through western Jamaica, exiting on the exotic north coast last October, wrecking all in its path.

Lest we forget, western and northern sections of Jamaica are at the centre of our life-giving visitor industry.

The Planning Institute of Jamaica (PIOJ) said in March that overall loss and damage from the monstrous Category 5 hurricane had been calculated at US$12.2 billion or 56.7 per cent of Jamaica’s GDP as calculated for 2024.

Those losses were said to be four times as extensive as that caused by Hurricane Gilbert, which came ashore at Morant Point, St Thomas, eastern Jamaica and tore through the centre of the island in September 1988.

All of the above explains the urgent prioritisation of tourism recovery immediately after the industry was brought to a virtual halt by Melissa’s rampage.

And, as this newspaper noted recently, all segments of the industry deserve praise for the “determination and collaboration that have propelled it towards recovery…”

Among the latest examples of that impressive push is news that not only has Royalton Hotels and Resorts reopened its five properties in Westmoreland and Trelawny after forced closure by Melissa, but more than 2,000 workers are back on the job.

“We have 2,200 employees who have returned to work, and of that [number], I must state categorically that 98 per cent of our employees were retained,” Royalton Hotels and Resorts Regional Commercial Director Kerry Ann Quallo Casserly told this newspaper.

Such was the scale of the devastation that the resorts — Royalton Negril, Royalton Hideaway Negril, and Grand Lido Negril in Westmoreland, and Royalton Blue Waters and Royalton Hideaway in Trelawny — required extensive reconstruction and refurbishing before reopening.

A feature of the recovery process has been the enlightened approach by hoteliers in seeking to protect their workers.

It’s been very evident in the case of Sandals, our sister company in the ATL Group, which kept about 2,000 workers on its payroll during its reconstruction and repair phase, provided care packages and cash for all staff, and also invested heavily in assisting hurricane-ravaged communities through its charity arm, Sandals Foundation.

In the case of Royalton, we are told that essential workers remained at work and others were brought back in phases, with the majority returning by April.

The company also provided relief packages and assistance to workers and their families.

Ms Quallo Casserly says that, in preparation for reopening, the company organised thousands of hours of training and development, while paying attention to the psychological effects of the disaster.

“No business can go on and return to where it should be or better unless you take care of the mental health and capacity of your employees,” she reportedly said.

That, we believe, is the gospel truth. It’s a message that all entrepreneurs should take to heart.