• HOTELS
but we also need a culture where people understand why data protection matters. At the same time, we should not allow security concerns to stop innovation. The answer is to build the right governance around technology so that we can innovate responsibly. Q: The Middle East has faced a more challenging operating environment in 2026; how has TIME Hotels protected performance and confidence? The last year has tested the resilience of many businesses across the region. Hospitality is particularly sensitive to uncertainty because travel decisions can change very quickly when people or businesses lose confidence. Our response has been to stay focused and avoid overreacting. We have continued to monitor our markets closely, diversify our business and remain disciplined commercially, while keeping a long-term view of the company. One of the most important decisions we make during challenging periods is how we treat our people. We have always believed that our employees are one of our greatest assets. Their experience, relationships and understanding of our guests cannot simply be replaced when the market becomes difficult. We have therefore worked hard to protect our teams and maintain stability across the organisation. Q: And how do you ensure digital transformation supports teams? I have always believed that technology should serve people, not the other way around. If a new system makes an employee's job easier, gives them better information or removes unnecessary administration, then it is a good investment. But if technology creates more complexity or takes employees away from the guest, then we have to question whether we are using it correctly. Hospitality is still a people business. A guest may book through a digital platform, receive an automated confirmation and interact with technology throughout their stay, but there will always be moments when what they remember is how a person made them feel. That is why our “You Really Matter” philosophy applies to our employees as much as it does to our guests. Our people need to feel valued, empowered and equipped with the right tools. Q: How are you embedding responsible practices into everyday operations across different markets? I think the hospitality industry has moved
TIME HOTELS AT A GLANCE
beyond treating sustainability as a marketing initiative. It is increasingly about how responsibly we run the business every day. Of course, energy efficiency, water consumption, waste reduction and responsible sourcing are important. But sustainability also means creating opportunities for local people, supporting local economies and being a responsible employer. When you operate in different countries, you also have to understand that responsible practices cannot be identical everywhere. Each market has its own environment, resources, regulations and community priorities. Q: The definition of ‘value’ is changing in the midscale and lifestyle segments; what trends do you see? Today's traveller is asking, “What am I getting for what I am paying?” They want convenience, quality, location, service, technology and an experience that feels relevant to them. This is particularly important in the midscale and lifestyle segments. Guests are becoming more sophisticated, and they are prepared to pay for things that genuinely add value, but they are also much less willing to pay for things they don't need. That creates an opportunity for operators like TIME Hotels. We don't need to overcomplicate the guest experience. We need to understand what matters to the guest and deliver it consistently. Q: Operating across diverse destinations means balancing global standards and local relevance; how does TIME Hotels culturally align? Our brand standards provide the foundation, from service delivery and guest experience to design principles and operational quality. But within that framework, we give our local
Founded: 2012 Headquartered: Dubai, UAE Brands: Rotella, TIME Hotels & Resorts, HALO by TIME, VIVI by TIME, Express by TIME and Residences by TIME Portfolio: 18+ properties Rooms: 3,000+ Footprint: Middle East, North Africa, Asia and beyond
teams the flexibility to respond to the culture, expectations and character of their market. That means understanding the local guest, respecting local customs, working with local talent and suppliers, and bringing elements of the destination into the guest experience. Whether we are operating in the UAE, Egypt, Saudi, Morocco or entering new markets, we take the time to understand what makes that destination unique rather than trying to apply a one-size-fits-all approach. Q: What will define success for TIME Hotels in the future? Success for us is about growing well, not simply growing fast. Operationally, it means maintaining consistency and efficiency as we expand. Culturally, it means protecting the people-first culture that makes TIME different and ensuring our teams remain engaged and proud to be part of the business. Commercially, we are focused on sustainable, profitable growth and entering the right markets with the right partners. Ultimately, if we can grow while staying true to our people, our standards and our promise that “You Really Matter,” then we are on the right path.
Above left: TIME Marina Hotel El Alamein, Egypt: TIME Hotels is
expanding in diverse markets
Above right: a deluxe suite; guests are becoming more sophisticated and lifestyle driven
ATM YEARBOOK 2026 | 85
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