“Our strong performance proves that our brands are the undisputed engine room of the global hospitality industry. That is exactly where our portfolio shines”
growth. Success breeds confidence, and every time we open a hotel and deliver on our promises, it acts as a magnet for our next signing. Right now, the Middle East is overflowing with compelling opportunities, but the nature of those opportunities is evolving. While the major gateways and capital cities continue to be highly attractive, the real frontier for us is the rapid rise of secondary and tertiary markets. Saudi Arabia is a prime example of this exciting shift. We are looking far beyond Riyadh and Jeddah and actively bringing our premium and midscale brands into emerging hubs like Al Khobar, Abha, and Tabuk. These cities are central to the kingdom’s domestic tourism and economic plans, and they are hungry for world-class hospitality infrastructure. Furthermore, we are seeing a major appetite for brand conversions. Owners with existing independent properties are looking to quickly plug into our global reservation systems and loyalty network to insulate themselves from market volatility. Reimagining our legacy brands with hyper- localised designs, vibrant food and beverage concepts, and co-working spaces gives us a massive edge. That versatility is what gives me absolute confidence to keep expanding. Q: As tourism becomes central to regional economic strategies, how is Accor’s role with governments and investors evolving, and what gives you confidence to keep expanding? We have moved far beyond the era where a hotel company simply signed a management agreement, opened a door, and operated a building. Today, we are strategic partners in nation-building. Governments across the Middle East, Africa, and Asia-Pacific are using tourism as a primary catalyst for economic diversification, job creation, and cultural preservation. Our role is to align ourselves completely with those national visions and help turn them into reality. This means we must be active contributors to the local socioeconomic fabric. A crucial part of this is talent development and localisation. You
cannot build a sustainable, authentic tourism industry by relying solely on imported talent. We are working hand-in-hand with regional governments to train, mentor, and employ national citizens, such as our intensive localised training initiatives in Saudi Arabia. We are creating real, long-term career paths in hospitality for local youth. We also advise on destination master- planning, helping to ensure that the infrastructure being built today is sustainable, culturally respectful, and economically viable for decades to come. When you show governments and investors that you are genuinely invested in their long-term national success, the relationship transforms from a transactional partnership into a deeply collaborative alliance. Q: Over the next five to 10 years, how do you see the Middle East’s global hospitality role evolving, and where should Accor sit within that growth? Over the next decade, the Middle East will become the undisputed centre of gravity for the global travel and tourism industry. The sheer ambition, speed of execution, and scale of investment we are witnessing here has no historical parallel. The standards of luxury, premium service, and innovative infrastructure being established in the Middle East today will define the global benchmarks of tomorrow. The region is setting the pace for the rest of the world to follow. My ambition for Accor within this historic growth story is simple: I want us to be recognised not just as the largest operator in the region, but as the most trusted, agile, and forward-thinking partner. I want our legacy to be defined by the strength of our relationships with our owners, our deep integration into local communities, and our role in launching the careers of the next generation of local hospitality leaders. We are not here to watch the future of hospitality happen; we are here to actively shape it, side-by-side with our partners, and we are just getting started.
Mercure Antalya Belek, Türkiye – one of the many dynamic growth markets where Accor continues to scale up
Q: What does Accor’s first-half 2026 performance tell you about the strength of its business model? Our strong performance proves that our brands are the undisputed engine room of the global hospitality industry. That is exactly where our portfolio shines. Brands like Pullman, Novotel, Mercure, and ibis are incredibly resilient because they cater to the massive, highly reliable middle-class demographic, regional business travellers, and domestic tourists who demand consistency, comfort, and modern experiences. Beyond the brands themselves, this success is a direct result of the sheer commercial power of the Accor platform. We have relentlessly optimised our distribution channels, lowered acquisition costs for our owners, and integrated our loyalty programme, ALL Accor, deeper into everyday consumer habits. At the end of the day, a brand is only as good as the return on investment it delivers to its partners. Our first-half results tell us that our "owner-first" commercial focus is working. We are delivering real, tangible bottom-line performance to our investors, which is why they continue to trust us with their capital. Q: Where do you see the strongest long-term growth opportunities across the Middle East? I am a firm believer that growth begets
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