Barbados’ retail sector, Oran clarifies that its impact extends beyond shopping. From the beginning, the mall’s leadership has operated with a sense of corporate responsibility that isn’t just about profit margins but about uplifting the community it serves. “Community is one of the core components of what we do,” he says. This awareness of social responsibility didn’t start with the pandemic, but COVID-19 certainly amplified it. During the height of the crisis, Sheraton Mall partnered with other businesses to create emergency funds for individuals left vulnerable by the sudden disappearance of tourism. “We collaborated with others to support those in need, especially families impacted by the loss of income,” Oran shares. Even today, those efforts continue. “We prepare food hampers weekly for indigent families, with lists provided by government agencies. It’s become a regular part of our operations.” Oran points out that this sense of duty isn’t just about charity—it’s about understanding how interconnected the local economy is. “We have 120 stores in the mall, employing nearly 700 people,” he explains. But those numbers don’t tell the whole story. Oran’s team conducted a survey a few years ago to evaluate the “trickle-down” effect of the mall’s operations.“When you factor in the suppliers, distributors, and the customers these businesses serve, the numbers become staggering,” he says. “A single business entity like Sheraton Mall can influence the economic benefits of society. It’s quite amazing.” EXPANDING HORIZONS: A NEW VISION FOR SUSTAINABLE DEVELOPMENT Sheraton Mall’s success has paved the way for an even larger and more ambitious project that blends retail with healthcare and sustainability. What began as a modest search for land has evolved 31 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11 SHERATON MALL
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