1) How has business demand changed with the current climate?
Demand has declined significantly, particularly from international markets, where travel confidence was immediately affected. As a result, hotels are currently more reliant on domestic and regional demand, which has remained comparatively resilient.
2) What are your greatest operational risks, and how are you mitigating them?
From an operational standpoint, we are not facing any critical risks at this stage. At the beginning of this situation, supply chain continuity was a concern; however, this has been effectively managed by local authorities and partners. All essential services and supplies are operating normally.
3) What risk management or contingency protocols have you activated?
We have well‑established crisis management procedures within the company, which were activated immediately at both hotel and regional levels. These focus on team safety, operational continuity, guest and owners communication, and close coordination with local authorities.
4) To what extent are you altering investment or expansion plans in the current climate?
This varies by property and remains closely linked to cash flow and long‑term asset strategy. In fact, periods of lower occupancy can be an appropriate time to carry out significant refurbishments. As such, most properties are continuing with planned capital investments in line with their approved budgets.
5) How do you expect demand to grow in the region, and on what basis ?
Assuming the conflict de‑escalates in the near term, we expect Dubai to recover first, potentially as early as Q4. Other markets in the region would likely follow and fully recover early next year.
6) Do you see any long-term structural shifts in how the hospitality ecosystem operates in the Middle East?
At this stage, we do not expect fundamental structural changes. That said, the industry continuously evolves, and crises often reinforce the importance of source‑market diversification, agility, and experience‑driven offerings — trends that were already underway before the current situation.
7) What lessons have you taken from navigating this period so far?
As with any crisis, clear priorities and empathy are essential. Transparent communication with teams, supporting their wellbeing, and maintaining a strong connection with guests, owners and partners have proven critical.
8) What is the single biggest challenge and the single biggest opportunity you see emerging?
The biggest challenge is finding the right balance between managing costs responsibly while, at the same time, protecting the jobs and wellbeing of our employees. People are at the heart of our industry, and maintaining stability for our teams during a period of uncertainty is a key priority.
What has been very encouraging is the way the industry has come together, with a strong coordination and support from our government. While no one welcomes a crisis, if we manage this period thoughtfully and collaboratively, it can ultimately leave our businesses, our teams, and the wider industry more resilient and stronger in the long run.
