The image of the nightclub ‘bouncer’ has a clear stereotype: physically imposing, authoritative, and primarily concerned with keeping order among the customers. But step into today’s night-time economy and you’ll find that role has evolved significantly. Door staff are now acting as frontline responders, playing important roles in safeguarding vulnerable people as they enter, enjoy, and even once they’ve left the venue.

These developemnts reflect a cultural change, a shift in the way society views issues like consent, and most importantly improved training. Door supervisors are in an ideal position to spot signs of distress, coercion, or danger.

‘Duty of care’

Nowadays, there’s a much broader interpretation of the ‘duty of care’ concept. One of the most important messages now emphasised in training is that responsibility doesn’t end when someone steps outside the venue. Door staff are encouraged to look after not only customers inside the venue, but also those leaving it, people nearby, and even non-customers within visible range. The mindset of “not on our premises, not our problem” is thankfully becoming outdated.

Another major change lies in the way we define a vulnerable person. Where it once only really meant someone who’s intoxicated, training now stresses that vulnerability can take many forms and isn’t always obvious. A person may be sober but anxious, isolated, or pressured. People of all genders can experience harassment or assault, not just women and girls. Recognising these nuances is key to meeting a duty of care.

This awareness is reinforced by a more diverse workforce. The presence of more women and LGBTQ+ door staff has helped create a more approachable and inclusive environment. For many customers, particularly those feeling unsafe or uncomfortable, being able to speak to someone they relate to can make all the difference. It opens the door to earlier disclosures and ultimately, better support.

Initiatives like “Ask for Angela” have also contributed. Now widely recognised across venues, the scheme provides a discreet way for people to signal they need help. While not a complete solution, it represents a step toward embedding safety into nightlife culture.

Responding to raised concerns

Equally important is how staff respond once a concern is raised. Physical intervention is rarely appropriate in cases involving vulnerability. Instead, training focuses on communication, empathy, and alignment with safeguarding policies. The aim is to support people in a way that minimises further harm, without escalating a situation unnecessarily.

The industry has also learned from past mistakes. There is growing awareness of the risks associated with ejecting someone from a venue without their belongings or without informing their friends. What might once have been standard practice is now considered dangerous. Leaving individuals stranded or isolated only increases risk.

Training is the key

Ongoing training is absolutely critical in maintaining this progress. Laws change, but I’d like to know one person who can cite every law relevant to their profession. On top of that, societal expectations and emerging threats form quicker than the law can keep up with.

From increased numbers of drink spiking incidents to changes in local crime patterns, door staff must stay informed and receive the training they need to ensure public safety is maximised. Regular refresher sessions not only reinforce responsibilities but also provide space to share experiences, discuss challenges, and learn from one another.

These sessions often include guidance on local support services, enabling staff to signpost individuals towards appropriate help, whether that’s mental health support, substance misuse services, or national helplines for issues like exploitation. They also cover practical skills like accurate incident reporting and navigating communication systems such as venue radios and emergency services.

Together, these developments are changing what it means to work the door. Today’s security staff are active participants in a wider safety ecosystem. Observant, informed, and increasingly compassionate, they stand on the frontline of nightlife, ready to step in when it matters most.

The most consequential changes in business rarely announce themselves. They accumulate quietly in procurement decisions, in vendor reviews, and in sourcing conversations held far from the shop floor. What is happening inside UAE retail supply chains at the moment is exactly that kind of change. In the past, retailers across all formats built their vendor lists around established global suppliers who could deliver volume, compliance maturity, and operational consistency at scale. Local producers, by contrast, sometimes struggled to meet the benchmarks that major buyers required: reliable cold chain infrastructure, internationally recognised food safety certification, and the capacity to scale supply without compromising on delivery windows.

That gap has narrowed considerably, and the timing matters. Investment in UAE logistics infrastructure, including temperature-controlled warehousing, last-mile refrigerated delivery, and the development of alternative trade corridors, such as the Oman-UAE Green Corridor and the east coast ports of Khorfakkan and Fujairah, has given domestic suppliers a credible and sustainable path to retail shelves that simply did not exist half a decade ago.

The impact is most visible at retailers who made early commitments to domestic sourcing. For instance, Organic Foods and Cafe, which works with over 400 vendor partners across local and global supply chains, has tracked the evolution closely. Over the past four years, the composition of its vendor list has shifted meaningfully, with a clear move toward sourcing from closer geographies. This has improved product availability, reduced transit times, and meaningfully lowered the carbon footprint across key categories. The transitions have been most pronounced in beverages, fresh produce, and dairy, categories where domestic producers have invested seriously in quality and consistency. The products now earning space on shelves reflect genuine operational maturity, not simply a preference for local origin. Organic eggs from Risha Farms in Fujairah and fresh organic milk from Organiliciouz in Sharjah, both now stocked consistently, represent a generation of domestic suppliers that would not have met major retailer requirements a few years ago. Alongside them, homegrown brands, including ME Kombucha, Pure Harvest, Humantra, Nothing Silly, and Shake Your Plants, are finding sustained footing in channels that once defaulted to international names as a matter of course.

The broader retail sector is also responding. The Make it in the Emirates initiative, a government-led effort to boost domestic manufacturing and industrial investment initiative, has added meaningful policy weight to what was already becoming commercial common sense, with approved vendor lists across the industry being reviewed through a lens of supply chain resilience rather than simple cost optimisation. That recalibration has been sharpened further by recent events. Retailers who have already embedded local sourcing into their models have proved markedly better positioned to absorb the shock. Alternative freight channels were activated where necessary, but the businesses least exposed were those that had built domestic supplier relationships before disruption made it urgent.

Of course, challenges still remain. The shortage of organically certified local producers is a persistent gap, and the expectation from retailers has not softened, with domestic suppliers held to the same delivery, safety, and scalability standards as their international counterparts. But the pipeline of producers meeting that bar is growing, and the commercial argument has become difficult to dismiss. Faster turnaround, extended shelf life on domestic fresh goods, and meaningful resilience against freight volatility now outweigh the scale advantages that international suppliers once held unchallenged.

The restructuring of UAE retail around homegrown brands was already underway but the current geopolitical situation has expedited it to a new level. It is now being driven by hard commercial experience, enabled by maturing infrastructure, and supported by national policy. And the businesses that recognise it for what it is – a fundamental supply chain shift, not a sourcing trend – will be the ones who shape what UAE retail looks like in the decade ahead.

There is a moment that happens more often than people realise. You sit down at a beautiful restaurant in Dubai. The lighting is perfect, the menu is thoughtful, the service is polished. Your friend orders a glass of wine. The waiter turns to you and asks what you would like to drink, and you say you are not drinking alcohol that evening. And then there is a pause. You are offered water or maybe a soft drink. If you are lucky, a mocktail that sounds like it belongs on a children’s menu. In that moment, the experience drops slightly. Not dramatically, but enough to notice. You feel like you have stepped out of the occasion, rather than being part of it. I have had that experience many times.

And then, on the other hand, I have also had the opposite. I remember going out for dinner recently with a friend and the waiter handed us both the drinks menu without hesitation. There was a dedicated alcohol-free section. Proper options. A 0.0 sparkling wine, a non-alcoholic beer, a few well-thought-out cocktails built with alcohol-free spirits. The waiter asked me what I usually enjoy drinking and recommended something that paired with the food I ordered. It felt exactly the same as ordering wine. No compromise, no awkwardness. Just part of the experience. That is the difference we are starting to see now. And it is changing the way people host, entertain and socialise altogether.

The new rules of hosting are not really about removing alcohol. They are about expanding choice. Whether it is a dinner party at home or a night out, people are becoming far more intentional about what they serve and what they drink. Hosting is no longer about simply opening a bottle of wine and calling it a day. It is about creating an experience that works for everyone at the table.

I see this a lot in real life. Friends inviting people over will now often ask in advance who is drinking and who is not. There will be a couple of bottles of wine on the table, but next to them there will also be a good quality alcohol-free alternative. Not hidden away, not treated differently, just part of the same set-up. And the interesting part is that even the people who do drink alcohol will often try the alcohol-free option as well. Not because they have to, but because they are curious. This is where the shift is really happening. It is no longer a binary choice between drinking and not drinking. It is about having flexibility. A glass of wine followed by a non-alcoholic alternative. A completely alcohol-free evening without feeling like you are missing out. That sense of freedom is what is driving the category forward.

For hospitality, this presents a very real opportunity. The UAE has one of the most advanced dining scenes in the world. The level of detail that goes into food, interiors and service is exceptional. But for a long time, the non-alcoholic drinks offering has not kept up with that same standard. And the reality is, consumers have moved on. People are no longer satisfied with sugary mocktails that do not complement the meal. They want something that feels considered. Something that matches the quality of the food and the overall experience. I always say that a non-alcoholic drink should not feel like a compromise, instead it should feel like a choice.

The venues that understand this are already seeing the benefits. They are not just adding one or two token options to the menu. They are investing in the category. They are training their teams, thinking about food pairings, presenting the drinks properly. And most importantly, they are not segregating the experience. If a guest orders a non-alcoholic drink, the service should feel exactly the same as if they ordered a glass of wine. Same level of attention, same storytelling, same confidence. That is what elevates the experience because ultimately, this is not just about what is in the glass, it is about how people feel. If someone walks into your venue and feels like they are part of the occasion regardless of what they are drinking, you have done your job properly. If they feel like an afterthought, you have missed an opportunity.

But even more importantly, it is an opportunity commercially as much as experientially. There is a large and growing audience that is either not drinking at all or choosing to drink less. If you are not catering to them properly, you are simply leaving revenue on the table. What is often overlooked is that this is not about replacing alcohol sales, it is about adding to them. A guest who is not drinking alcohol is still sitting at your table. The question is whether they are spending on a premium drink or defaulting to water or a soft drink. When venues get it right, they are able to increase their average spend per guest without increasing footfall. A well-priced alcohol-free sparkling wine, a crafted 0.0 cocktail, or a premium non-alcoholic beer all carry strong margins when positioned correctly. Multiply that across a table of four, or across a full service, and it becomes very real, very tangible revenue.

I have seen this firsthand with our hospitality partners. The moment they move from offering “an option” to offering a proper selection, the numbers follow. Guests stay for another round. They order a second or third drink. The occasion extends, and so does the spend. And importantly, this does not cannibalise alcohol sales. More often than not, it complements them. One person at the table might still order wine, while another orders a premium alcohol-free alternative. Both contribute to the bill. Both feel equally part of the experience.

We are still early in this journey, especially in this region. But the direction is very clear. Hosting is becoming more thoughtful. Social occasions are becoming more inclusive. And the definition of what makes a “good drink” is expanding. Alcohol is no longer the default, it is simply one of many options. For me, that is a very positive shift. It does not take anything away from the experience. If anything, it adds to it. Because the best kind of hosting has never really been about what you are pouring. It has always been about how you make people feel when they are sitting at your table.

In a region defined by ambition, agility, and world-class service standards, the hospitality sector across the UAE and wider GCC continues to demonstrate a key strength: its ability to stay grounded in what matters most—people. While external conditions may evolve, the industry’s foundation remains unchanged. At its core, hospitality is about human connection, and that principle continues to drive resilience across the sector.

Today, hospitality operators across the region are reinforcing a people-first approach, focusing on team culture, communication, and employee wellbeing. This is not simply a response to current conditions, but a reflection of the UAE and GCC’s long-standing commitment to service excellence powered by engaged and empowered teams.

Resilient leadership also requires emotional discipline. Staying calm, visible, and accessible sets the tone for the entire organization. Empathy plays a key role here: acknowledging that teams may feel anxious or distracted builds trust, but this must be balanced with clear expectations around service standards. Guests still expect consistency, regardless of external events. Ultimately, resilience comes from focusing on what can be controlled: people, purpose, and sound decision-making. If you lead with integrity and composure, teams know where to focus their energy and feel supported in doing so, and the business can continue to operate with purpose, even in uncertain conditions.”

This perspective is increasingly reflected across the industry. Hospitality leaders are placing greater emphasis on transparent communication, ensuring that teams are not only informed but also aligned with a shared sense of purpose. In an environment where service excellence is directly tied to employee engagement, clarity and consistency from leadership play a critical role in maintaining performance.

At the same time, empathy is emerging as a key leadership strength. Across the UAE and GCC, organisations are fostering environments where employees feel supported and valued, while still upholding the high standards expected by guests. This balance between understanding and accountability enables teams to remain focused and motivated, even during periods of uncertainty.

Operational consistency also serves as a stabilizing force. By maintaining routines and reinforcing standard practices, hotels create a sense of normalcy for both employees and guests. These structures provide reassurance, ensuring that service delivery remains seamless and reliable regardless of external developments.

What distinguishes the UAE and GCC hospitality sector is its ability to combine this people-first philosophy with a forward-looking mindset. Continuous investment in talent, alongside a strong culture of adaptability and innovation, has positioned the region as a global benchmark for resilience and service excellence.

Ultimately, resilience in hospitality is built on trust, strengthened through leadership, and sustained by a clear focus on people. As the industry continues to evolve, one thing remains clear: when teams feel empowered, supported, and connected to a shared purpose, they become the strongest foundation for long-term success.

Multi-generational and family travel is becoming a defining trend in the UAE, with 41% of travellers now planning trips with extended family members and actively looking for destinations that balance adventure with relaxation across age groups. At the same time, bleisure travel is gaining momentum as professionals mix work and leisure, often extending trips and choosing flexible short stays.

These shifts are directly contributing to the rise of blended stays across the UAE and wider GCC. What was once described as bleisure or workation is now a common travel pattern, where the boundaries between work, rest, and leisure are increasingly fluid. Travellers are staying longer, choosing lifestyle-led hotels, and expecting spaces that can support multiple needs within a single journey.

This change is closely linked to how work itself has evolved, with hybrid models and greater mobility enabling people to work from almost anywhere. In response, hotels are now viewed as flexible environments that support both productivity and personal time. The UAE is particularly well positioned for this shift, with its strong infrastructure, connectivity, and diverse hospitality offering making extended, blended stays both practical and appealing.

As a result, stay behaviour is changing noticeably. Traditional short business trips are being replaced by longer, more adaptable bookings, with hotels increasingly functioning as multi-purpose living spaces. This trend is influencing design, operations, and pricing strategies, with a stronger emphasis on flexibility and continuity.

Guest expectations have also evolved significantly. Travellers now expect purpose-built work environments within hotels, including co-working areas, meeting pods, and more thoughtful in-room setups that support sustained productivity. At the same time, wellness and lifestyle features like gyms, outdoor spaces, and social areas are now key factors in how people choose where to stay, reflecting a growing focus on balance in travel.

The UAE continues to lead this transformation, supported by a hospitality ecosystem that is closely integrated with retail, business, entertainment, and residential infrastructure. This natural alignment has created the ideal conditions for blended stays to grow and become a long-term feature of the region’s travel landscape.

For developers and investors, this shift is also redefining value creation. Occupancy alone is becoming less indicative of performance, with greater focus placed on a hotel’s ability to support longer stays, adaptable layouts, and multi-functional experiences. Hotels that can seamlessly shift between short-term and extended-stay demand are better positioned for the future of hospitality in the region.

Ultimately, blended stays reflect a deeper structural change in how people approach travel, work, and time away from home. For the UAE and the wider GCC, the opportunity lies in building hospitality experiences that respond to these evolving behaviours and remain aligned with how people choose to live and move today.

Words by Professor Scott Richardson, PhD. Academic Dean, Abu Dhabi Hospitality Academy – Les Roches

The UAE’s hospitality sector has, despite major unprecedented situations over the last few years, consistently demonstrated strong resilience, supported by strategic planning and long-term investment. This resilience is built on four key factors: continued government support and foreign capital investment in hospitality attractions and large-scale events, strong air connectivity and ease of travel, diversified guest and visitor experiences, and world-class infrastructure. These elements position the nation as one of the most adaptable markets in the world, where operational excellence is reinforced by a highly skilled workforce capable of responding to shifting global conditions with agility and empathy.

The Role of Education in Driving the UAE’s Hospitality Sector

The UAE’s Tourism Strategy 2031 outlines an ambitious vision to increase the sector’s contribution to AED 450 billion in GDP while attracting 40 million visitors annually. Tourism has a direct correlation to hospitality, and the sector is already performing strongly. Over the first nine months of 2025, hotels across the Emirates welcomed more than 23 million visitors, up nearly 5% on the same period in 2024. By late 2025, the UAE’s hotel inventory had reached approximately 1,260 properties with 216,900 rooms, and occupancy reached 79.5% between January and November. Looking ahead, the market is projected to add over 26,000 new hotel rooms across more than 100 projects through 2026, highlighting a substantial development pipeline that will shape the sector’s growth trajectory. As both capacity and demand rise, the focus inevitably shifts towards the people behind the experience, reinforcing the need for a workforce equipped to support this growth and deliver unparalleled visitor experiences.

Educational institutions are uniquely positioned to drive this growth. By embedding real-world training, critical thinking, and adaptability into academic frameworks, they ensure that graduates enter the industry prepared to navigate complexity without compromising on service standards. Through our curriculum here at Abu Dhabi Hospitality Academy – Les Roches, for example, students not only acquire world-class operational and management skills, but also embrace the Emirati Hospitality Identity in everything they do. They are prepared to deliver service grounded in the warmth of Emirati customs, guest etiquette, and cultural storytelling, while ensuring a modern guest experience. In this way, our graduates are prepared to respond to any operational challenges while meeting the nuanced expectations of a diverse and international guest base.

Industry Collaboration

Collaboration between tourism boards, private-sector operators, and education institutions helps hospitality professionals develop the skills required to navigate periods of uncertainty, while maintaining high service standards. At Abu Dhabi Hospitality Academy – Les Roches, our programmes are designed in close collaboration with public and private sector partners to support the UAE’s Emiratization goals and larger 2030 Tourism Strategy, empowering local talent with the tools and leadership capabilities needed to shape the future of the nation’s hospitality sector. Emiratis currently represent 41% of the student body, including 21% of BSc students and 59% of MSc students who are Emirati women, underscoring our commitment to advancing inclusive talent development, while supporting long-term workforce stability. As educators, it’s our responsibility to ensure that learning extends beyond the classroom, for our future leaders to grow alongside an industry that continues to evolve quickly.

Looking Ahead: Building a Workforce for a Resilient Hospitality Sector

Agility has become a defining feature of the UAE’s hospitality sector, evident in the way service is delivered, guest expectations are managed, and how teams maintain composure under pressure. The impact of recent regional airspace closures, which left many travelers unexpectedly stranded, highlights this. Hotels across the country worked closely with local authorities to provide extended accommodation and meals for affected travelers at no extra cost, with some properties opening additional rooms, ensuring all guests were looked after. It’s a testament to the sector’s high responsiveness and commitment to guest wellbeing, even in the most unexpected situations.

The UAE’s position as a leading global destination is the result of sustained investment, robust infrastructure, and an unwavering commitment to excellence. As the hospitality sector continues to evolve, it is essential to nurture talent that is ready to strengthen that position, responding with agility, professionalism, and genuine care for every guest. By placing education at the center of this progression, we can reinforce the foundation of the sector, equipping our talent to maintain high service standards through periods of change and uncertainty, while supporting the UAE in rebuilding and delivering the world-class hospitality it’s renowned for.

By Twinkle Aswani, editorial division, Integrator Media

The hospitality sector across the Gulf Cooperation Council (GCC) has long served as a barometer of global travel sentiment, highly responsive to international dynamics yet consistently demonstrating an ability to recalibrate and recover. In the current geopolitical climate, where travel patterns are increasingly shaped by caution and selectivity, the region finds itself at a familiar crossroads, navigating short-term fluctuations while reinforcing long-term strength.

Within this landscape, the United Arab Emirates continues to play a leading role, driven by its global connectivity, infrastructure, and policy agility. Recent months have introduced a measured slowdown following a record-breaking season, reflecting broader global travel hesitations. Yet, beneath this temporary recalibration lies a deeper narrative, one of maturity, adaptability, and strategic resilience.

According to JS Anand, Founder & CEO of LEVA Hotels, “The UAE hospitality sector is currently navigating a short-term slowdown, following one of Dubai’s strongest seasons on record between November and February. The decline, driven largely by reduced international visitor flows, has had a noticeable impact on occupancy and revenues. This is particularly striking given the strong start to 2026, with occupancy levels reaching 85% and revenues surpassing AED 9.8 billion ($2.7 billion), as recently highlighted by the UAE Minister of Economy and Tourism. Despite these immediate challenges, the sector continues to demonstrate resilience, balancing short-term adjustments with a clear long-term growth strategy. There is cautious optimism, supported by Dubai’s strong global connectivity and streamlined visa policies, which continue to position it competitively against other international destinations.

In response to the dip in international travel, the industry has pivoted towards domestic and regional demand, introducing tailored staycation offerings and engaging more actively with residents. At the same time, traveler expectations have evolved. Guests, particularly in the mid-scale segment, are becoming more value-conscious, looking beyond price to evaluate overall experience, with greater emphasis on personalization and consistency in service. A parallel structural shift is also emerging, with increasing demand for flexible, longer-term stays in hotels and serviced apartments. Many residents are opting for these as convenient, all-inclusive alternatives to traditional rentals. Overall, the current phase reflects a market that is maturing and becoming more adaptive. Most operators view the downturn as temporary, with expansion plans still firmly in place. Many are using this period to innovate, strengthen their offerings, and prepare for recovery, while continuing to explore growth opportunities in high-potential markets such as Abu Dhabi, Ras Al Khaimah, and Tier 2 cities in Saudi Arabia.”

This perspective reflects a broader industry consensus, while geopolitical developments may influence travel flows, the UAE’s infrastructure, policy agility, and global positioning continue to provide a stabilizing advantage. More broadly, these patterns are increasingly visible across GCC markets, where operators are recalibrating strategies in response to evolving global travel behaviour.

A Shift in the Global Traveller Mindset

Beyond macroeconomic and regional dynamics, the evolving psychology of the global traveller is equally shaping the hospitality landscape. Today’s guest is more intentional, seeking experiences that justify both time and investment. This shift is not driven solely by economic caution, but by a deeper desire for authenticity, connection, and meaningful engagement.

Across the wider GCC, similar behavioural shifts are becoming increasingly evident. In markets such as Oman, this evolution is taking a more experience-driven and authenticity-led form. As highlighted by Andrea Orrú, General Manager at Anantara Hotels & Resorts.

“From our perspective in Oman, the market today is being shaped by a more considered and intentional traveller. We are still navigating a period of uncertainty, and rather than slowing demand entirely, it has made people more selective. Guests are choosing destinations that feel authentic, meaningful, and truly worth the journey. What we are seeing quite clearly is a shift towards places that offer depth over scale. Oman lends itself naturally to this. It is often described as the jewel of Arabia, not because it is the most overt, but because it feels genuine. The warmth of the people, the strength of its heritage, and the sense of space create an experience that resonates on a more human level. At Al Baleed Resort Salalah by Anantara, this is reflected in how guests engage with the destination. Our private pool villas offer a level of privacy and ease that has become increasingly important, while our setting, between a UNESCO World Heritage site and the Arabian Sea, provides a rare sense of calm. At the same time, there is a growing appreciation for more grounded experiences, whether that is connecting with our on-site farm, understanding where ingredients are sourced, or simply slowing down and reconnecting with nature.

Seasonality also plays a unique role. The Khareef season brings a completely different dimension to Salalah, transforming the landscape and attracting guests seeking something unexpected, while the winter months appeal to those looking for sun and space in a destination that still feels relatively untouched. Looking ahead, we expect this demand for authenticity, sustainability, and wellbeing to continue. For us, resilience is not about changing direction, but about staying true to what makes Oman distinct, and continuing to offer an experience that feels both genuine and considered.”

While markets like Oman are capitalising on depth and authenticity, the UAE’s strength lies in its ability to scale these evolving expectations—combining infrastructure, connectivity, and experience-led innovation at a global level. This duality across the GCC—between depth and scale—positions the region uniquely within the global tourism landscape.

From Accommodation to Experience: A Regional Shift Led by the UAE

If there is one defining characteristic of the UAE hospitality sector today, it is its rapid evolution beyond traditional lodging. Hotels are no longer just places to stay; they are becoming integrated lifestyle hubs that blend work, leisure, wellness, and social interaction.

According to Mourad Brahmi, Cluster General Manager at Accor, “Travel is energy – it broadens horizons and evokes inspiration. In the UAE, considering how vibrant the country is, the ‘experience-led hospitality’ is a personalisation, a connection, and deeply rooted into the destination. Guests’ experiences and behaviours are always shifting. Every experience has to be immersive and emotionally engaging that goes beyond the traditions of the hospitality, and our Heartists are playing an active role in shaping that journey daily. Another factor that contributes to it, not only operationally but from a sustainable point of view, is the integration of technologies, from booking to mobile applications, on-site digital services to simplify processes, it has its vital part in enhancing these experiences. For us as cluster of three properties, Novotel & Adagio Abu Dhabi Al Bustan, and Mercure Abu Dhabi Downtown, our priority is loyalty. Being part of Accor, our ALL Accor Loyalty Programme provides many benefits to our members; it dives into the depth to be connected with guests. It is the connection and the efforts to getting to know our guests on even more personal level by creating services tailored to their individual preferences and needs. How are hotels evolving into lifestyle destinations rather than just accommodation providers? There are so many properties around us, and we compete with all of them; therefore, it’s critical that we consistently innovate to remain competitive. For us, we went into an extensive renovation at Novotel Abu Dhabi Al Bustan for the past two years where we fully redesigned all our public areas, as well as F&B venues. Our hotel lobby, for instance, became more of a large living room space. It welcomes guests with calming pallets of pastel and natural colours highlighting a relaxing balance between business functionality and leisure comfort.

The lobby is divided into three areas – reception, relaxation, and a working hub. The working hub, transformed into fully functional business centre with boardroom style high tables and fast internet connectivity, is a preferred place for residents and businesses to spend time in an open space while working on a remote schedule. Travelers’ behaviour and expectations are changing constantly, so are we. It is the only equation to stay competitive and build our business. Going forward with a change is rewarding and exciting for us as professionals; it broadens our experience, and at the same time, it is an opportunity to better understand each other, to better know our guests and offer what is really important for them when visiting our hotels.”

This shift toward experience-led hospitality underscores a critical reality: innovation is no longer optional, it is foundational. The UAE’s ability to continuously reinvent its hospitality offerings remains one of its strongest buffers against global volatility, while also setting the pace for broader regional transformation.

A Market Defined by Resilience

While geopolitical tensions and shifting travel behaviour’s may influence short-term performance, they have not altered the long-term trajectory of hospitality across the GCC. Instead, they have reinforced the sector’s adaptability, prompting diversification in demand, innovation in service delivery, and a deeper understanding of evolving guest expectations.

From staycations and serviced living to wellness-driven travel and hybrid lifestyle spaces, the UAE and wider GCC hospitality industry is not merely responding to change, it is actively shaping it. In this context, resilience is not just about recovery; it is about evolution. And in that regard, the UAE and the broader GCC region continue to set the benchmark.

Ryan Black, Co-founder & CEO of SAMBAZON – the organic, fair trade and sustainable açaí brand – shares that the future of sustainability belongs to brands that can show measurable metrics, independent audits and full supply chain transparency.

Consumers are willing to pay more for sustainable products, even when inflation continues to shape purchasing decisions. For hospitality businesses, this is an important signal. It underlines that sustainability still carries commercial value, particularly in premium cafés, hotels, restaurants and foodservice settings where quality, provenance and brand trust all influence buying behaviour.

At the same time, consumers are becoming quicker to question the claims behind the products they buy. They may still value sustainability, but they are far less willing to accept broad environmental language without evidence. For hospitality operators, that creates a clear challenge. Sustainability can still support premium pricing, but only when it is credible, specific and properly substantiated.

At SAMBAZON, we continue to see strong demand for certified organic and ethically sourced products, despite inflationary pressure. That is especially true across natural retail, specialty grocery, foodservice and premium café channels.

Middle East consumers now actively seek transparency, clean labels and brands with verified impact. Our retail partners report that shoppers are willing to pay more for products that deliver on both quality and purpose, especially when certifications are clearly displayed and backed by third-party verification.

Sustainability = Quality

In hospitality, this premium positioning is often even more visible. Consumers increasingly associate certified organic and fair trade ingredients with superior quality, and that can strengthen menu pricing power. In other words, sustainability does not sit outside the guest experience. It’s part of how quality is perceived.

But hospitality businesses cannot rely on good intentions or attractive messaging.

Today’s consumer expects evidence, not claims.

 The proof points that matter most are those that can be verified and explained clearly. That includes recognized certification standards such as Fair for Life and USDA Certified Organic, as well as traceability from harvest to finished product, third-party audits, transparent impact reporting and measurable environmental protection. Consumers also want to understand the wider effect of their purchase; they want to know how their buying decision supports farmers, protects ecosystems and reinvests in communities.

That shift matters, because many of the old shortcuts in sustainability communication no longer work. Terms such as sustainable, ethical, green and eco-friendly can quickly become meaningless if they are too broad or impossible to prove. In our view, those words should only be used when they can be defined clearly and supported by evidence. Internally, every sustainability claim we make has to meet three tests: it must be backed by third-party verification, terms used must be clearly defined, and we must be able to provide supporting data if asked. Whenever possible, we replace adjectives with numbers.

That discipline is important because misconceptions still persist. Some consumers assume that sustainability simply means a higher price without added value. Others confuse natural with certified ethical sourcing. Many still believe sustainability claims are mostly marketing.

In reality, verified sustainability requires audited standards, compliance costs and structural investment across the supply chain. The price reflects those commitments, but it also reflects quality, transparency and long-term environmental stewardship.

For SAMBAZON, ethical sourcing is not a campaign line. It is built into the structure of the business. One hundred per cent of our açaí is certified organic, and our entire supply chain is Fair for Life certified. We work directly with 827 individual açaí harvesters across 256 communities in the Amazon region.

Since our founding, we have invested more than $1 million in harvester communities through verified fair trade premiums, helping to fund schools, health centers and community improvements. In 2024 alone, our Fair Trade-certified harvest area encompassed 100,204 acres of Amazon rainforest, an area more than four times the size of Paris. According to an independent 60 Decibels survey, 100 per cent of harvesters believe SAMBAZON contributes to the development of their community.

Those figures matter in hospitality because they move the conversation away from abstract values and into operational fact. They also help buyers explain why a product costs what it does.

Inflation has increased costs across logistics, packaging and global freight, but we have not reduced our certification standards or sourcing commitments to offset those pressures. We justify price through certified organic quality, verified fair trade sourcing, functional benefits and transparent, documented impact. Retailers and hospitality buyers understand that cutting corners on sourcing may reduce short-term cost, but it can also compromise brand equity and long-term consumer trust.

This is where the industry still gets it wrong. Too many sustainability claims rely on broad, unverified language with little measurable backing. Greenwashing often happens when brands use undefined terms without certification, highlight one positive initiative while ignoring wider supply chain impacts, or avoid third-party verification altogether. That may once have been enough to support a story, but it’s no longer enough to sustain trust.

For hospitality businesses, the lesson is straightforward. Consumers value sustainable products and will often pay more for them, even in a pressured economy. But the premium depends less on promise than on proof.

The future of sustainability communication will belong to brands that can show measurable metrics, independent audits and full supply chain transparency. In hospitality, where trust and perceived quality matter so much, documented proof is no longer a nice addition. It is the standard consumers increasingly expect.

By Nives Deininger, Cluster Director of Sales, STORY Seychelles and Fisherman’s Cove Resort

Hospitality has always been a people business. We talk a great deal about guest expectations, service standards and commercial performance – and rightly so.

But behind all of that sits something more fundamental: how people are led. In my experience, empathetic leadership is not a soft extra or a nice-to-have. It’s a practical, commercially relevant way of building stronger teams, more resilient cultures and better guest experiences.

In hospitality, business value is created every day through human interactions. We see motivated employees who feel supported approaching guests differently from those who feel overlooked or undervalued. And when leaders take time to understand their teams, listen to concerns and respond with honesty, it creates an environment where people are more engaged in their work and more confident in how they deliver it.

That clearly has a direct impact on service quality, team stability and, ultimately, revenue.

Proactive, thoughtful and personal

This is especially important in a luxury environment, where the guest experience depends on authenticity as much as efficiency. Five-star hospitality is not only about polished processes. It’s as much about the proactive, thoughtful and personal touches that guests remember. And those moments are much easier to create when employees feel respected and trusted. Empathy, in that sense, is not separate from performance, it supports it.

It also shapes the way departments work together. In hotels and resorts, no team operates in isolation. Sales, revenue and operations need to be aligned if the business is to grow without compromising the guest experience. Empathetic leadership encourages stronger communication and collaboration across those functions.

It helps people understand one another’s pressures, priorities and constraints, which leads to better decisions and more joined-up strategies. Over time, that strengthens not only internal trust but also guest loyalty, client relationships and repeat business.

Connecting with your teams

In high-pressure hospitality environments, empathy is even more important. The pace can be intense, and performance expectation remains high across seasons, segments and business cycles.

As a Director of Sales, I believe leadership in this setting means more than setting targets or leading by example. It means connecting with the team as individuals, understanding that each person brings different circumstances, strengths and pressures to work, and finding ways to bring out the best in them, while making sure they feel valued.

My team in Seychelles includes Seychellois women who are strong-willed, highly capable and well used to working under pressure. That strength is an asset, but it still needs the right environment around it. People perform best when they know they are appreciated, when expectations are clear, and when challenges can be discussed openly rather than hidden. Honesty and transparency matter here. They build trust, and trust allows teams to keep performing even when conditions are demanding.

This is a good reason why the conversation around women in hospitality leadership is so important. The industry is making progress, but there is still more to do if we want to see more women move from operational and administrative roles into executive leadership positions.

One of the biggest needs is for clearer leadership pathways and stronger mentorship earlier in women’s careers. Many talented women are already in the industry, but too often they are not given the visibility, support or structured development needed to progress with confidence.

Outcomes, strength and flexibility

There is also a broader cultural issue to address. Senior roles in hospitality have traditionally been designed around long, inflexible hours and a strong emphasis on physical presence.

That model can make progression harder for women, particularly at different stages of life. The industry needs to become more thoughtful about how leadership is measured and supported. A greater focus on outcomes, collaboration and the strength of leadership teams, rather than simply time spent on site, would help retain and promote more talented women across the sector.

This is not only about fairness, it’s as much about what kind of leadership the industry needs for the future. Hospitality is evolving, with guests increasingly expecting personalised service, emotional intelligence and experiences that feel genuine, rather than scripted.

At the same time, employees are placing greater value on wellbeing, inclusion and workplace culture. We know empathetic leadership is well suited to both these shifts, because it keeps people at the centre of the business.

Looking ahead, I believe empathy will play an even greater role in shaping hospitality, from employee wellbeing to guest experience and the way hotels build workplace culture. When leaders understand the needs, motivations and pressures of their teams, they are better placed to sustain the service levels that premium hospitality requires.

Employees who feel heard and supported are far more likely to create the authentic and personalised moments that today’s guests increasingly value.

Focus on wellbeing

Internally, we will continue to see hospitality workplaces place more emphasis on wellbeing, flexibility and inclusive culture. Hotels and resorts that do this well will be in a stronger position to attract and retain talented people. That matters, because service quality can never rise above the culture behind it. In a competitive market, a supportive workplace is not separate from brand reputation. It helps protect it.

Empathy is sometimes spoken about as though it sits outside hard business reality. I would argue the opposite.

In hospitality, where people shape every outcome, empathetic leadership is an integral part of the operating model. It creates better environments for employees to bring their best, helps teams navigate pressure with honesty and transparency, and supports the kind of service that builds long-term value.

The branded residences market has undergone exponential transformation over the last decade, growing by a staggering 180% globally. Forecasts suggest this momentum will continue, with more than 1,600 schemes expected to be operational by 2030. The Middle East accounts for around 12% of this global supply, with Dubai emerging as the world’s most active branded residence market. The city already hosts over 50 operational schemes and is projected to reach nearly 140 by 2030, positioning itself as a global benchmark for this fast-evolving sector. In Ras Al Khaimah, nearly 40% of all new residential supply by 2029 is expected to be branded, commanding price premiums of over 50% compared to unbranded alternatives.

Key growth drivers fuelling this rise include a surge in demand for secondary and tertiary homes among affluent buyers, the draw of a trusted brand, as well as a growing preference for fully serviced, turnkey properties with rental income potential during periods of non-use. Branded residences meet the evolving needs of a mobile, global clientele, offering flexibility for short‑ or long‑term stays, investment, rental, or resale. As such, branded residences are fast becoming the blueprint for modern, flexible living in the Middle East.

Branded residences lie at the intersection of real estate and hospitality. They represent far more than buildings bearing a brand; they have the potential to become genuine lifestyle destinations. Designed for modern living, they can offer curated experiences that enrich residents’ daily lives. By integrating elements such as food & beverage, retail, entertainment, art, and wellness directly into the development, branded residences can evolve into fully fledged ecosystems. Today’s buyers seek more than just a place to live, they want integrated, experience-rich environments that support how they live, work, connect, and socialise.

At Kerten Hospitality, we’ve always believed that the experience should go beyond the four walls of a hotel or home. This belief finds its strongest expression in our branded residences: bespoke spaces which unite the credibility of a trusted brand with the consistency of hospitality‑grade service and a human-centric purpose anchored in the local community.

The success of lifestyle destinations depends on concepts and experiences that are deeply attuned to the locality and the people who will inhabit them. Lifestyle destinations should be bespoke, community-driven, and operationally agile. When done well, these developments become catalysts for vibrant, self‑sustaining ecosystems with long-term investment value. Crucially, the model offers the flexibility to deliver bespoke solutions at scale, resisting any one‑size‑fits‑all formula and ensuring each project is aligned with local, cultural and consumer trends.

Forming the right partnerships in branded residence development is a precise exercise, demanding an understanding of brand identity, location character, and buyer expectations. Some of the most valuable opportunities now come from collaborations beyond traditional hospitality, bringing fresh perspectives that can shape every aspect of the experience, from design and art to food, fashion, and wellness. Platforms like Lumente illustrate how this can work in practice, linking luxury hotel brands with investors and developers to translate identity into physical spaces, curated lifestyles, and long‑term operational strategies, while enabling brands within fashion, sport, automotive, wellness and design to enter hospitality in an authentic and commercially sustainable way.

The Middle East isn’t following the branded residence trend. It’s defining it. In the years ahead, the projects that stand out will be those who build for place, people, and partnerships.