Middle East
L-R: TIME Luxor Hotel, Luxor, Egypt; TIME Marina Hotel, North Coast, Egypt; TIME CPA Hotel & Suites, Dodoma, Tanzania
education, health, and broader CSR activations, ensure our impact is felt no only by guests, but by the people and places surrounding our hotels”, stresses Awadalla. From a destination perspective, TIME Hotels takes a long-term value approach, ensuring expansion benefits local economies through community partnerships and localised supply chains. TIME’s partnership with artisans in Morocco is one example of the company supporting local enterpreise while reducing the carbon footprint associated with imported materials. “Sustainability is not an optional component of hospitality; it is the path forward," stresses Awadalla. A message to the industry As the industry gathers under ITB Berlin 2026’s theme, 'Leading Tourism into Balance', Awadalla’s perspective resonates strongly. “The future of hospitality depends
Awadalla says: “This aligns with the continued strength of luxury travel in our key markets and the rising demand for meaningful, personalised hospitality.” Together, the three new brands enable expansion into new and high-growth markets such as Egypt, Saudi Arabia, Tanzania and Morocco, while staying lifestyle relevant. “Our goal is for every guest to feel that the space they are staying in was designed specifically for them,” says Awadalla. Tech to boost human connection TIME's guest and people-first strategy also applies to technology: “True innovation is the kind that enhances human connection without ever replacing it,” Awadalla says. Smart check-in systems, mobile-based support, digital payments and advanced CRM tools now streamline the guest journey across the portfolio, enabling deeper personalisation and enabling teams to anticipate preferences and tailor services seamlessly. By removing friction from routine interactions, technology frees staff to focus on what matters most, Awadalla continues – the “small gestures, personalised attention and genuine care that create lasting connections”. Leading tourism into balance Sustainability and balanced tourism remain core differentiators for TIME Hotels. “It’s far more than a corporate pledge, but a defining part of how we grow, operate, and contribute to the future of global tourism,” says
Awadalla. In recent years, the group has accelerated efforts to reduce its footprint, investing in energy management, water conservation and waste reduction, implementing smart energy systems, water-efficiency technologies and alternatives to single-use plastics across multiple properties. These activities support clear milestones in the group’s sustainability roadmap, including a 30% reduction in single-use plastics, a 20% increase in renewable energy adoption, and annual water savings of 500,000 litres at selected hotels. Social responsibility is equally embedded. TIME invests in youth training, employment pathways and community initiatives across its regions, while fostering an internal culture focused on inclusion, development and long-term retention. “Beyond employment, our community support initiatives spanning “Our evolution has been defined by balancing innovation with authenticity while staying true to our roots”
on our ability to create harmony among growth, people and the
planet,” he says. TIME Hotels’ global expansion continues with intention: brands aligned to evolving traveller expectations, projects that respect local ecosystems, and operations that embed sustainability at every level. “Hospitality must serve more than economic ambition,” Awadalla concludes. “We will continue championing balanced growth, where innovation, sustainability and human connection shape a more resilient future for our industry.”
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