Hotels boost disaster readiness as BHTA urges full preparedness

More than nine in ten hotels and other tourist properties across Barbados are now equipped with disaster management plans, a sign of growing commitment to crisis readiness within the hospitality industry, according to the Barbados Hotel and Tourism Association (BHTA).

Members of the Barbados Hotel and Tourism Association

But full preparedness must become part of every member’s daily culture to protect guests, staff and property, the BHTA’s leader urged.

Speaking at the BHTA’s 2026 Emergency Management Workshop at Crane Resort, St Philip, BHTA chairman Javon Griffith said that the readiness process is a test of how important employees, guests and property are to a business.

He said: “We all know that our industry is exposed to a wide range of risks. Hurricanes, severe weather events, health and safety threats, operational disruptions, and industrial relations challenges can all arise with little warning and with serious consequences. In those moments, what matters most is not improvisation, but preparation; not panic, but leadership; not confusion, but clarity of process, communication, and accountability.”

Sade Deane, the association’s tourism liaison officer, gave an overview of the level of preparedness among the BHTA membership:

Sade Deane, Tourism Liaison Officer of the Barbados Hotel and Tourism Association

“We have, at least within the hurricane season, up to 10 000 guests for safety and security purposes that we have to consider in our emergency planning and preparedness among our members. Ninety-three per cent of the properties have a comprehensive emergency plan, with 80 per cent being reviewed on an annual basis.”

Some of the common hazards planned for include hurricanes, fires, and flooding: “Ninety per cent of the properties have their evacuation plans and dedicated committees that are associated with the various types of emergencies.”

Deane explained that 67 per cent of properties conduct intense drills, as they stress staff awareness about emergency procedures. “Therefore intense drills as well as training and table topics that are run in emergencies and among shelter purposes, we do have accommodation utilising sister properties and other hotels as shelters.”

She added that 89 per cent of staff are aware of nearby shelters in case demand exceeds capacity, which includes sister properties or hotels. But the hotels do encourage guests to evacuate before a hurricane: “This is a form of guest welfare, so to alleviate the risk involved with security and safety, and therefore they support booking rescheduling and stay extensions, as well as emergency care, which actually includes meals and supplies, if persons have to stay on island.”

Sixty-eight per cent of BHTA members have an agreement with non-member accommodations to assist displaced guests.

Members of the Barbados Hotel and Tourism Association

Standard protective measures are used during disasters, according to the tourism liaison officer. “Sandbags, drainage maintenance and furniture, equipment coverage, also having stocked non-perishable foods and drinks and key equipment includes water tanks and generators.”

She also noted the communication systems used by BHTA members: “Some are social media, but there is WhatsApp, mobile calls and internal radios with the aim of communication, especially when communication lines are up and even when they are down. We do have existing VHF radio coverage.”

But the BHTA chair stressed that emergency management must go beyond a checklist or paper document.

Griffith said: “It must be embedded into the culture of our organisations. It must be understood by management, embraced by teams, and strengthened through planning, training, rehearsal, and review. Most importantly, it must recognise that resilience is built not only through systems and infrastructure, but through people.”

He added that emergency management must be a shared responsibility.

“Emergency management is not the responsibility of one department alone. It is a whole-of-organisation responsibility, and indeed a whole-of-industry responsibility. As leaders in tourism, we have a special obligation. We represent one of the most important sectors of the Barbadian economy. We are custodians of jobs, ambassadors of national hospitality, and stewards of the visitor experience. How we prepare, how we respond, and how we recover will always have consequences beyond our individual businesses.”

Griffith gave an outline of what the workshop addressed:

“We are examining not only the operational side of emergency readiness, but also the human dimension: how we prepare our teams, support them during disruption, uphold sound workplace practice under pressure, and help our people and organisations recover in the aftermath of an emergency.” 

Members of the Barbados Hotel and Tourism Association

(LG)