Unlike conventional EHR systems that integrate artificial intelligence as an additional capability, IntelliCare has been built with AI embedded at the core of its clinical workflows. The platform is designed to streamline administrative processes, reduce documentation burdens, and enable physicians to dedicate more time to patient care while improving operational efficiency across Medcare’s network.

The AI-powered platform will provide clinicians with faster access to comprehensive patient information, including diagnoses, medications, laboratory results, procedures, and previous clinical notes. Features such as natural language interaction, intelligent information retrieval, and ambient clinical documentation are expected to simplify day-to-day workflows and reduce time spent on manual administrative tasks.

Future releases of IntelliCare will also introduce agentic AI capabilities, allowing intelligent assistants to support clinical decision-making and workflow management while ensuring physicians remain in control of care decisions.

Alisha Moopen, Managing Director and Group CEO of Aster DM Healthcare, said the implementation represents a significant step towards redefining healthcare delivery through intelligent technologies that augment clinical expertise rather than simply digitising existing processes.

The deployment also strengthens Medcare’s broader digital transformation strategy, reinforcing its commitment to delivering more connected, data-driven, and patient-centric healthcare services. With a unified digital health record spanning hospitals, clinics, laboratories, and insurers, the platform is expected to improve continuity of care, minimise duplication, and support more informed treatment decisions.

Ali Abi Raad, Managing Director of InterSystems Middle East, India and South Africa, noted that the implementation builds on a long-standing partnership between the two organisations and marks the next stage in Medcare’s healthcare technology journey.

Since its global launch in 2025, IntelliCare has been deployed across eight hospitals operated by Indonesia’s EMC Healthcare and is the first unified AI-powered electronic health record platform to achieve the European Union’s Class IIa Medical Device Regulation (MDR) certification for clinical safety.

The rollout positions Medcare among the region’s early adopters of AI-native healthcare platforms as healthcare providers increasingly look to intelligent systems to improve clinical outcomes, operational efficiency, and patient experience.

Over the years, the conference has evolved into one of the region’s most recognised platforms for discussions around innovation, entrepreneurship, investment, and economic transformation. This year’s edition focused heavily on the intersection of technology, capital, sustainability, and policy, reflecting the region’s growing role within the global digital economy.

“This year’s MENA Conference highlights how the region is positioning itself at the intersection of capital, innovation, and global economic transformation,” said Florin Vasvari, Executive Dean of Executive Education, Middle East, at London Business School.

The agenda explored themes including global capital flows, fintech, climate resilience, artificial intelligence, and the financing landscape surrounding the region’s technology ecosystem. Discussions also examined how regional markets are evolving to support stronger startup ecosystems, deeper capital markets, and long-term economic competitiveness.

Artificial intelligence emerged as one of the defining themes of the conference, with speakers discussing how regional organisations can build sustainable AI capabilities through investments in infrastructure, talent, data, and capital. Conversations also explored how fintech is reshaping financial infrastructure and improving access to digital financial services across the region.

Throughout the event, senior executives, policymakers, founders, and investors shared perspectives on the MENA region’s evolving role within global markets, as governments and businesses increasingly position technology and innovation at the centre of long-term economic diversification strategies.

The conference also highlighted London Business School’s growing regional engagement, following the opening of its executive office in Riyadh alongside its longstanding Dubai campus, strengthening its support for leadership development and executive education across the GCC.

Professor Fiona Robson,

Head of the School of Social Sciences & Edinburgh Business School

HR is no longer just about recruitment and retention – there is a growing trend towards taking a more creative and innovative approach. This can involve looking at talent through different lenses rather than seeing it as a hierarchical talent management process focusing on vertical promotions within the organization.

In an age where HR rightly have a seat at the strategic table for decision making, they have the opportunity to ensure that appropriate levels of funding and expertise are used to develop a forward-looking talent strategy that goes beyond the norm. Artificial intelligence (AI) brings a plethora of opportunities for organisations to be braver in how they identify potential talent. Using AI to identify talent can be a useful starting point but when it comes to areas such as innovation and identifying an entrepreneurial mindset, it may be more difficult to pinpoint the traits which could indicate potential to innovate.

Where HR teams start to consider and plot non-traditional pathways they may be able to recruit and retain employees with diverse skillsets. Taking an entrepreneurial path opens up the talent pool as it isn’t as focused on people looking at the next hierarchical step up within the organisation. This is important as there are usually resource constraints about how many vacancies are available to fill at the highest pay grades in the organisation. These new pathways should provide opportunities for women to shine in different types of projects and recognise the strategic importance of creative thinking and innovation.

Providing testing opportunities

Depending on the level of finance available there are some additional resources that could be provided. Innovation sprints or challenges can be a great way to test out ideas and receive feedback from different groups of stakeholders. They may facilitate prototyping and identify issues that were not previously considered. Internal technology venture labs can also provide a safe environment to test out ideas and proof of concept. Collaborating with Universities who are experienced in running labs and sprints can be very beneficial, they may also have access to funding to support the development of new products and services. However, in order to be truly successful, they need to ensure that there is a sustainable follow up process before the momentum deflates.

Inclusive Procurement and Equitable IP Policies

Organisations can seek to lead the way and exhibit good practice by reviewing their procurement policies where practicable to ensure that they are inclusive. Examples may include having provision for flexible payment terms which would make it easier for those at the beginning of their entrepreneurship journey. Access to specialist support which could help women to set up their businesses in a more timely way could also break down some of the perceived barriers. Often the processes around procurement can be rather cumbersome so the provision of training which shows exactly how to navigate it could be helpful. Forward looking organisations might seek to approve a process whereby women entrepreneurs are given priority with their applications.

For many women, even thinking about intellectual property (IP) and patents can seem overwhelming if they have never had exposure to this world before. The introduction of simplified processes could act as a springboard to attract more women, particularly if the timeline can be expedited so that there is a shorter gap between the initial idea and when it is approved. Having access to real case studies showing how this happens would also be reassuring. In large organisations, the HR team may be able to encourage the legal team to provide some initial advice so that prospective entrepreneurs get a realistic insight into whether their proposal has merit or not.

Commercial Advantage Through Policy

HR can make a name for itself by encouraging innovation through widening participation and breaking down barriers to encourage, support and recognise innovation. For some HR professionals this may be quite a shift for them so they may also require some reskilling and retraining.

It would be good practice for organisations to regularly review their HR policies to ensure that they reflect the changing eco-system and that there are appropriate diversity clauses within the library of policies, procedures and practices. As part of this, ensuring that there is awareness of bias and how this can sneak into processes unconsciously and inadvertently disadvantage women. The establishment of women’s networks would be a proactive approach and could help them at all of the different stages of developing and executing their entrepreneurial ideas.

Providing funding opportunities may be one of the most impactful decisions that an organisation can make. Obviously this would need to have transparent parameters around it but it could be the difference between an idea being turned into practice or not. If the funding allocation is governed by stakeholders with appropriate expertise in different areas i.e. finance, law, governance and people, this would reduce the organisational risk of investing in small new businesses. Where there isn’t a potential conflict of interest, organisations could also make a significant impact by facilitating market entry and opening doors within networks and supply chains.

The freehold mixed-use project brings together 113 residential units across 13 floors alongside ground-level retail and podium parking. Designed for modern urban living, Adhara Star offers a curated mix of one, 1, 1.5-, 2.5- and 3.5-bedroom apartments, complete with laundry rooms, branded European appliances, and luxury finishes. The project combines affordable luxury with a community-focused lifestyle, appealing to Dubai’s growing base of families and young professionals seeking both connectivity and comfort.

Residents of Adhara Star will benefit from a host of premium amenities, including a rooftop pool, Japanese Zen Garden, male and female health clubs with jacuzzi, sauna and steam rooms, Indoor Gym, a basketball court, padel court, outdoor yoga, and an open-air fitness zone. The development is also a certified Green Building, highlighting Acube’s commitment to sustainable construction and resource-efficient design.

Commenting on the handover, Ramjee Iyer, Chairman & CEO of Acube Group, said: “The handover of Adhara Star is not only a landmark achievement for Acube Developments but also a reflection of Dubai’s dynamic property market, where speed, precision, and quality make all the difference. By completing our first project in less than two years, we have demonstrated the strength of our fully integrated approach, which allows us to maintain world-class standards. We are proud to deliver Adhara Star as a symbol of luxury, lifestyle, and sustainability, and look forward to continuing this journey with our upcoming projects.”

As Acube’s debut project, Adhara Star represents more than just a building, it embodies the company’s philosophy of creating developments that serve as guiding stars for the communities they shape. With its brand promise, “Live on a Star,” Acube is poised to continue delivering projects that combine aspirational living with enduring value.

The iPhone Air is the talk of the season, and I wouldn’t be surprised if the buzz lasts all year. From the moment I got my hands on it, I’ve been excited. It’s thinner—and that alone makes it a delight to have one! Apple’s past few releases haven’t really excited me, but this design has just clicked! If you look at the journey from the first iPhone to iPhone 6, the devices got thinner with every release. After iPhone 6, Apple started going thicker—and that made sense, since we were in that era where companies were competing to make phones become our primary computers, and they finally succeeded.

The Air has the potential to change that pattern. It brings back the lighter, sleeker feel of the classic old-school phones in a good way without completely sacrificing modernness.

Usability in Daily Life

I’ve been using bigger phones for a while now, and honestly, I’ve even had trouble just pulling them out of my pocket. On top of that, my screen time keeps increasing, and the bigger batteries with all their mAh equations haven’t really helped much. Perhaps that’s why the iPhone Air struck me to put this write-up together. Despite its slim profile, it offers the same battery life as the 16 Pro—which is impressive. Apple claims it’s durable too, thanks to the titanium shell, and I’m willing to bet on that.

Since I’m not a big photographer, I don’t need the massive camera setups. I usually have a cameraman with me for work, so other than snapping a quick photo at the store to check with my wife and some picnic pictures, I really don’t use those big lenses. What I do need is a phone that handles music, calls, and constant calls that keeps my journalism on track—and the Air fits that bracket perfectly.

Performance & Features

The iPhone 17 Air runs on the A19 Pro chip. Heavy gamers probably shouldn’t look elsewhere, but for everyday tasks and anything more than that, it’s flawless. And if you pick up the magnetic power battery attachment, perhaps your battery anxiety will be gone as well.

The Pro has its advantages—a bigger camera lens, a larger battery, and a new cooling chamber—but it’s chunky. The Air, on the other hand, strikes a balance between practicality and aesthetics.

The Verdict

Here’s the bottom line: the Air is gorgeous, lightweight, and fun to use. Yes, it’s compromised—a smaller battery, one less camera—but it delivers exactly what it promises. For those who want power and tech-heavy features, the iPhone 17 Pro is the answer. But for anyone who values aesthetics, a minimalist feel, and a premium outlook in a lighter, smaller package, the Air is the smarter choice.

If you’re tired of carrying heavy devices and don’t care about the extra tech YouTubers hype, the iPhone Air 17 makes perfect sense as the Apple device to get right now.

Quick Take Rating

Everyday Usability: ★★★★☆ (4/5)

Design: ★★★★★ (5/5)

Performance: ★★★★☆ (4/5)

Battery Life: ★★★★☆ (4/5)

Camera: ★★★★☆ (4/5)

UAE depreciation rules just gave real estate a quiet but valuable upgrade. For owners who elect the realisation basis—deferring tax until sale—the guidance now allows a capped annual deduction up to 4% on original cost or written-down tax value even when properties sit at fair value. That tweak won’t change the reasons to own property; it will change how the asset performs inside a tax-aware portfolio.

UAE depreciation rules: what changed

Historically, businesses faced a trade-off. If you valued property at fair value, you gained market-reflective reporting but lost depreciation. If you used historical cost, you kept depreciation but sacrificed market alignment. The new guidance removes that friction. Consequently, you can keep fair-value reporting and recognise year-on-year tax relief—while still taxing gains on realisation.

How UAE depreciation rules lift internal returns

Property isn’t judged only by appreciation. Cash flow, tax outcomes, and reinvestment capacity matter just as much. Here, the annual deduction acts like an efficiency dividend: it offsets taxable income, raises post-tax returns, and frees cash for debt reduction, maintenance capex, or growth. Even at 4%, the effect compounds across multi-year holds and multi-asset portfolios, especially where liquidity needs are modest.

Fair value plus depreciation: a cleaner model for allocators

With depreciation now available under fair value, asset allocators can compare real estate more cleanly with private equity, listed securities, and insurance portfolios. Assumptions for tax and cash flow become clearer. Moreover, fair-value carrying amounts keep balance sheets aligned with market conditions, while the deduction provides recurring relief that supports stable planning.

CFO checklist: capturing the UAE depreciation benefit

1) Confirm the realisation basis. Ensure the election is in place and tied to the relevant entities.
2) Map the cap. Model the 4% limit by asset; prioritise where cash-flow uplift is most material.
3) Align books and tax. Keep fair-value for reporting; maintain disciplined tax bases and schedules.
4) Optimise structure. Revisit SPVs, intercompany leases, and financing so deductions land against income.
5) Pre-commit reinvestment. Direct freed cash to deleveraging, resilience capex, or higher-yield opportunities.
6) Document governance. Evidence valuations, elections, and controls to reduce audit friction.

Risks and realities: keep perspective

This is a tailwind, not a thesis. Real estate remains a long-horizon asset with rate, liquidity, and operating-cost sensitivities. Tenancy quality, interest cover, and capex discipline still drive outcomes. Cross-border groups should coordinate transfer pricing and substance to avoid leakage. In short, use the rule to improve performance; don’t rely on it to create performance.

Strategic takeaway: predictability that compounds

Small, rules-based changes can meaningfully enhance strategy. The updated UAE depreciation rules convert property from a passive store of value into an active contributor to tax planning and capital management. Just as importantly, they signal policy predictability—guidance that supports investment without favouring any single structure. For owners building across decades, that predictability underpins steadier decisions, clearer reporting, and healthier reinvestment cycles.

Bottom line: Real estate still stores capital, diversifies risk, and stabilises wealth. Now, with fair-value depreciation in play, it also works harder inside the portfolio.

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Why Tally MSME Honours matters

SMEs power jobs, exports, and everyday innovation. Therefore, recognition does more than hand out trophies. It raises visibility, opens networks, and encourages bold ideas. In addition, the program aligns with the UAE’s drive to be a global entrepreneurship hub. Consequently, policy momentum and digital adoption amplify that impact.

A night of recognition—and representation

The ceremony mixed celebration with substance. Founders, mentors, and city leaders filled the room. Most importantly, the event honoured winners across five tracks:

• Business Maestro: Muneer Al Wafaa (Al Wafaa Group); Satya Kalyan Yerramsetti (Telebu Communications LLC); Nitin Kumar Agarwal (GTGC Technical Services LLC); Abdul Aziz Al Harthy (Flexible Industrial Packages Company, SAOC); Abu Amir (Missan Group of Companies).
• Wonder Woman: Victoria Labdon (The Garden of Knowledge); Joy Elizabeth Buckner (Buckner Education); Dr. Mary Jane Al Alvero Mahdi (Prime Group of Companies); Bhavika Thadani (Priyankara FZC LLC); Rashmi Gurbaxani (CPME Consulting LLC).
• Tech Transformers: Dhiraj Hinduja (Doctor Cars Auto Repairing Co); Rahisudheen Abu (Trans Ocean Maritime Services LLC); Muhammad Adnan Arshad (Mahnoor Kitchen); Kashif Ahmad Khan (Peko); Quintin Picardo (TAS Consultants FZ LLC).
• E-preneur Icon: Pratibha Tiwari (Prasha Lifestyle); Ruchita Singh (Ruchita Nutribakes); Shweta Bora (THEMADEONEARTH LLC); Anupama Gokhale & Batul Tambawala (Upcycle Social Responsibility Projects); DJ Buddha.
• NewGen Icon: Pravin Rai (QuicKart General Trading LLC); Nouel Catis Omamalin (Nouel Catis Foodstuff Trading LLC); Mufaddal Vohara (Raj Digital Marketing FZ LLC); Naveen Kumar Reddy Yelluru (TechieMaya FZE); Rahuul Jashnani (CSRH Fashion Design LLC).

Voices from the stage

Leaders stressed community and momentum. Specifically, Nupur Goenka, Executive Director at Tally Solutions, highlighted resilience and shared learning. Meanwhile, Vikas Panchal, General Manager – MENA, noted the UAE’s supportive policies and rapid digital shift. Taken together, their messages explain why SMEs continue to thrive.

What sets this edition apart

First, the scale impressed. Entries jumped across sectors and emirates. Second, the category mix matched real founder journeys. It spotlighted women-led growth, tech adoption, and digital-first brands. Third, ecosystem partners added depth. The payment partner Pay10 showcased open-finance models, instant settlements, and lower costs. Accordingly, winners gained recognition and practical tools.

Eight quick takeaways for founders

Above all, keep execution simple and measured.

1. First, tell the customer story clearly.
2. Next, track unit economics early.
3. Also, use digital channels, then measure conversion.
4. Moreover, build partnerships that extend reach.
5. Meanwhile, document processes before scaling.
6. Additionally, invest in team skills and culture.
7. Then, protect cash flow with disciplined cycles.
8. Finally, celebrate wins to attract talent and partners.

Beyond trophies: the ripple effect

Awards create momentum. Consequently, new customers notice. Likewise, banks and partners take meetings faster. Furthermore, hiring becomes easier. Additionally, winners often mentor peers. Their stories prompt others to formalise operations, adopt software, and explore exports. In turn, the ecosystem compounds gains year after year.

Spotlight on community impact

Many honourees support local jobs and training. Others, in contrast, upcycle materials or cut food waste. Several export niche products from the UAE to global markets. In each case, practical innovation meets purpose. Therefore, that blend strengthens brand loyalty and long-term value.

How the UAE backdrop helps

The country invests in founders and skills. For example, free zones streamline setup. Similarly, digital services reduce paperwork. Meanwhile, accelerators and grants shorten the path from idea to launch. Hence, SMEs can test, learn, and scale faster than in many markets.

Looking ahead

Expect more cross-border e-commerce, AI-enabled operations, and sustainable products. Also expect more women at the helm and more youth-led ventures. Accordingly, the Tally MSME Honours will continue to spotlight that progress. Next year, the cohort will likely be even more diverse and data-driven.

Bottom line

The Tally MSME Honours celebrates grit, creativity, and smart execution. Ultimately, shortlist by shortlist, it raises the bar for UAE entrepreneurship. With that, visibility, networks, and practical support turn recognition into results. Consequently, the wider community gains confidence to build, hire, and grow.

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Why the Wio Xero integration matters

SMEs run on time and trust. Therefore, every minute spent chasing statements or keying in data is a minute not spent on sales, service, or product. By piping transactions straight from Wio into Xero, teams eliminate repetitive work, reduce errors, and shorten the month-end close. Moreover, automatic invoice matching and smart suggestions help users spot issues early—before they become a cash-flow surprise.

What customers get on day one

Once connected, bank feeds flow directly into Xero several times a day. Consequently, reconciliations move from hours to minutes. Owners can check live balances, compare inflows and outflows, and track payables and receivables without exporting spreadsheets. Meanwhile, accountants gain cleaner audit trails, clearer narratives for management reports, and fewer back-and-forth emails asking for “the latest statement.”

Designed for UAE workflows

Local context matters. Wio Business already streamlines onboarding, payments, and expense management for entrepreneurs. Now, with Xero in the loop, daily finance operations feel cohesive. Card transactions and transfers appear in Xero quickly; rules and bank-reconciliation suggestions accelerate matching; and dashboards surface the metrics that matter. Additionally, because the integration is direct, there’s no third-party connector to maintain, which means fewer points of failure and greater data control.

Leaders’ view: smarter banking, better decisions

Wio’s Chief Commercial Officer, Prateek Vahie, frames the move simply: make business banking smarter, faster, and more efficient so owners can focus on growth. Likewise, Colin Timmis, Regional Director EMEA at Xero, highlights the benefit for UAE businesses that want better visibility with less admin. In practice, both sides are pushing toward the same outcome—time back, clarity up.

Automation that compounds

Automated reconciliation is more than convenience. It compounds into stronger decision-making because the books stay current. With fresher data, founders can approve hires with confidence, negotiate supplier terms, and plan inventory with fewer assumptions. Furthermore, advisors can deliver forward-looking guidance instead of spending billable hours cleaning transactions.

Independence and control

Because the connection is direct, businesses keep ownership of their data pathways. There’s no rekeying, no CSV juggling, and no waiting for middleware to sync. Therefore, finance teams can standardize processes, document controls, and scale with fewer manual touchpoints. That discipline pays off during funding rounds, audits, and rapid growth phases.

Getting started

Setup takes minutes. In Wio Business, navigate to integrations, select Xero, and authorize the secure connection. Then map your accounts, confirm the start date for feeds, and turn on reconciliation rules inside Xero. From there, keep an eye on unmatched items, refine rules weekly, and enjoy the calm that comes with clean, current books.

Ultimately, the Wio Xero integration gives UAE SMEs what they need most: time and visibility. With direct bank feeds, automated reconciliation, and real-time insight in one workflow, teams spend less energy on admin and more on the work that moves the business forward.

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Dubai, United Arab Emirates – Atlantis Dubai has named Dean Walsh as its new Executive Director of Sales, a promotion that reflects his proven leadership and impressive track record. In this role, he will spearhead global leisure market growth for both Atlantis, The Palm and Atlantis The Royal, two of the world’s most iconic luxury destinations.

Driving Leisure Market Growth for Atlantis Dubai

Since joining Atlantis Dubai in August 2023, Dean Walsh has enhanced the resort’s presence in key markets such as the UK, Europe, and Australasia. By aligning sales strategies with the brand’s commercial vision, he boosted market share across major leisure segments. Leading a global team of 15, he drove strong revenue growth while fostering collaboration and ensuring sales execution stayed aligned with broader business goals.

Expanding Responsibilities as Executive Director of Sales

In his new position, Walsh will direct and oversee Atlantis Dubai’s leisure sales strategy across both domestic and international markets. He will also manage Directors and Managers responsible for leisure segments worldwide, reporting directly to Kyp Charalambous, Vice President of Sales.

Charalambous praised the appointment, stating: “Dean’s proven track record, strategic vision, and unwavering commitment to excellence make him the ideal leader to guide our sales team through its next chapter of growth.”

Experience Across Global Luxury Hospitality

With nearly 20 years of hospitality experience, Dean Walsh brings extensive expertise to Atlantis Dubai. He has held senior sales roles at leading brands such as InterContinental, One&Only Resorts, Viceroy, W Hotels, and Jumeirah. Throughout his career, he has built high-performing teams, forged strong partnerships, and consistently delivered revenue growth across competitive markets.

Strengthening Atlantis Dubai’s Global Position

The appointment underscores Atlantis Dubai’s commitment to strengthening its commercial success while continuing to deliver world-class guest experiences. By placing Walsh at the helm of its leisure sales strategy, Atlantis Dubai is preparing to expand further into international markets and attract a new wave of travelers to its extraordinary resorts.

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Geneva – Kempinski Hotels has announced strategic appointments designed to transform the Kempinski Hotels guest experience across its global portfolio. The group named three new Vice Presidents – Kristian Toivanen, Aurelia van Lynden, and Dan Clayton – to its newly formed product and experience team. Reporting to Chief Product & Experience Officer Rasha Lababidi, the trio will oversee wellness and spa, destination experiences, and gastronomy concepts. Together, they will enhance how guests connect with each property, blending creativity with flawless execution.

Wellness Appointments Strengthen Kempinski Hotels Guest Experience

Kristian Toivanen, the new Vice President of Wellness & Spa, brings decades of experience from luxury icons such as The Savoy and Claridge’s in London. Moreover, his leadership in global longevity and wellness resorts positions Kempinski Hotels at the forefront of a growing travel segment. As a result, wellness becomes more than a service—it becomes a defining element of the Kempinski Hotels guest experience.

Enriching Destination Experiences

Appointed Vice President of Experiences, Aurelia van Lynden joins with over 13 years of expertise in luxury travel. She previously worked at Abercrombie & Kent and held senior roles at Perowne International and Pelorus. Importantly, her work in curating bespoke experiences for ultra-high-net-worth travelers ensures that Kempinski Hotels can deliver memorable journeys rooted in authenticity. Transitioning from design to execution, she will oversee cultural immersion, adventure, and community-driven experiences.

Driving Culinary Innovation

Dan Clayton steps in as Vice President of Food and Beverage & Hospitality. His expertise in culinary storytelling, placemaking, and strategy—along with his role as founder of the well-known culinary platform FoodSheikh—strengthens Kempinski’s gastronomy vision. As dining continues to define travel memories, his leadership will shape restaurants, bars, and rituals that set Kempinski apart in competitive markets.

Aligning with Global Luxury Hospitality Trends

The global luxury hospitality market, valued at more than US$166 billion in 2025, is evolving rapidly. Travellers are now prioritizing wellness, cultural immersion, and authenticity over traditional amenities. Kempinski’s latest appointments directly align with these trends, ensuring the group remains at the forefront of experiential luxury.

Redefining the Luxury Hospitality Standard

The global luxury hospitality market, valued at over US$166 billion in 2025, is evolving rapidly. Travelers increasingly seek wellness, authentic culture, and elevated gastronomy instead of traditional amenities. With these appointments, Kempinski Hotels is redefining the guest journey by combining local character, personalization, and modern luxury. This commitment ensures the brand remains a leader in meaningful and innovative experiences.

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