Within the twenty fourth version of the HM Business Leaders Discussion board, HM invited main hoteliers, tourism professionals and suppliers throughout Asia Pacific and the world to provide their insights into the lodge panorama and their outlook for the yr forward.
Right here, Accor Chief Government Officer, Premium, Midscale & Financial system, MEA APAC, Duncan O’Rourke reveals how the group plans to navigate the subsequent chapter of strategic progress and resilience throughout MEA APAC in 2026.
Trying in the direction of 2026, the trail forward for our MEA APAC Premium, Midscale, and Financial system segments couldn’t be clearer. We’re speaking about relentless strategic progress and unwavering resilience. This area isn’t simply one other a part of our portfolio; it’s the powerhouse, representing 30% of Accor’s total World PME community. Frankly, it’s completely pivotal to our worldwide ambition, and I can let you know, what we’re constructing right here in MEA APAC is nothing wanting extraordinary.
The previous yr has been an actual testomony to the dynamic spirit throughout these numerous markets. Again and again, Accor has proven how we set the gold normal for operational excellence and model management. That momentum? It’s what basically equips our companions and homeowners with a definitive aggressive edge. Our present footprint in MEA APAC is really spectacular: 1,089 resorts and 220,000 keys throughout 40+ international locations. That’s a severe presence.
We’ve been extremely deliberate in how we’ve positioned ourselves: a full third of our MEA APAC community is Premium, and in MEA itself, that determine soars to 50% Premium. The Center East stays a worldwide tourism beacon — simply have a look at the UAE’s sturdy efficiency and the unbelievable adaptability we’ve seen in markets like Saudi Arabia, Egypt, and South Africa, all delivering vital RevPAR lifts.
Down within the Pacific, Australia and New Zealand aren’t simply resilient; they’re markets the place Accor totally dominates, whether or not it’s luxurious, our assortment manufacturers, prolonged keep, or airport resorts. Throughout broader APAC, we’ve skilfully navigated stabilisation, pushing occupancy onerous by good funding in Japan, Korea, and Singapore.
The surge in world aviation is a real game-changer, channelling demand straight into our key hubs. This requires a robust twin technique: absolute price integrity within the GCC, paired with astute income administration and personalised worth throughout APAC. Make no mistake, our market place isn’t simply advancing; we’re actively seizing higher share in each key progress space.
Improvement throughout this area is just exploding. Our MEA APAC pipeline alone accounts for practically 40% of our World PME pipeline — that’s 317 deliberate resorts. Saudi Arabia represents a generational alternative, in contrast to something we’ve seen. Africa, particularly Egypt, is charting document progress.
In APAC, I see buyers aggressively pursuing value-add and conversion tasks. Our Pacific improvement strategically aligns completely with evolving visitor preferences, clearly evident within the surge of branded residences and our enlargement in Aerocities. And the signing of the 1,538-key Mövenpick Manila, set to be our largest globally? That’s a daring declaration of our ambition. Our scale is plain.
Visitor behaviours are additionally shifting dramatically, and we’re proper there with them. Main occasions at the moment are potent demand drivers for distinctive experiences, culinary journeys, wellness escapes, and sports activities tourism. Prolonged stays, genuine experiences and sustainability-led selections aren’t simply fleeting tendencies; they’re core drivers, areas the place Accor inherently excels. We’re additionally actively main the cost in leveraging AI for journey planning, we’re not simply watching; we’re basically shaping the way forward for distribution and visitor engagement.
In the end, I imagine hospitality is a individuals enterprise, pushed by the profound affect we now have. With over 100,000 Heartists throughout this area, our people-first method isn’t only a slogan; it’s central to Accor’s very goal. As we step into 2026, my focus is unwavering: absolute operational excellence, accountable progress, and delivering unparalleled worth for our homeowners by the collective may of our manufacturers, our individuals, and our highly effective ecosystem. We’re prepared.
This text first appeared in HM Journal’s February 2026 version. Learn it right here
