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NOVEMBER 2026 | HOTELANDCATERING.COM

The Call to the Wild

Three extraordinary safari camps, one unforgettable Kenya. Plus, leadership, deal-making and more.

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Contents IN THIS ISSUE

THE TRIP OF A LIFETIME BEGINS WITH A CALL From the extraordinary wilderness of the Maasai Mara to the deeply personal hospitality of Marriott’s luxury safari camps, Kenya offers far more than a holiday of a lifetime.

56 ARE HOTELS AND HOLIDAY HOMES COMPETING FOR

MARTIN KUBLER

THE SAME LONG-STAY GUEST?

Hotels, serviced apartments and holiday homes are all targeting guests who book by the month. But in a growing market, there is room for all three

When things get better are we still all in this together?

64 MAKE IT A B.I.G. FESTIVE SEASON AT W ABU DHABI – YAS ISLAND

From Christmas feasts and New Year’s Eve celebrations to latenight parties and wellness escapes, W Abu Dhabi – Yas Island has the festive season covered

58 28 SEVEN INSIGHTS ON LEADERSHIP AND DEALMAKING IN THE HOTEL INDUSTRY

Elie Younes, Executive Vice President & Global Chief Development Officer, Radisson Hotel Group 50 FROM ROOM FORECASTS TO DESTINATION INTELLIGENCE

The next evolution of commercial planning for mixeduse hospitality

6 NOVEMBER 2026 | HOTELANDCATERING.COM

GULFOOD MANUFACTURING 2026

closes with a focus on food security, innovation and global trade

CREDITS

CEO Wissam Younane wissam@bncpublishing.net MANAGING DIRECTOR Rabih Najm rabih@bncpublishing.net EDITOR-IN-CHIEF Seymone L Moodley seymone@bncpublishing.net MARKETING & COMMUNICATION LEAD Aaron Joshua Sinamban aj@bncpublishing.net DIGITAL EDITORIAL SUPPORT Karan Moodley karan@bncpublishing.net COUNTRY MANAGER Amjad Fakhouri amjad@bncpublishing.net PHOTOGRAPHY Joel Amparo MULTIMEDIA Eduardo Buenagua CREATIVE LEAD Christian Harb chriss@bncpublishing.net

Images used in Hotel & Catering are credited when necessary. Attributed use of copyrighted images with permission.

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8 NOVEMBER 2026 | HOTELANDCATERING.COM

JANNAH

MARINA REOPENING

A Fresh Chapter on Dubai Marina Jannah Marina is set to reopen in H1 2027, unveiling a fresh new look and a more lifestyle-led guest experience. Following a major renovation, the hotel will return with 115 refreshed rooms, redesigned public spaces, an enhanced arrival experience, and new F&B concepts.

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REIMAGINED PUBLIC SPACES

JANNAH DUBAI MARINA P.O. Box 130283, Seba Street, Dubai Marina, United Arab Emirates

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A MORE LIFESTYLE-LED EXPERIENCE 800-JANNAH (526624) book@jannah-hotels.com www.jannah-hotels.com

CONTRIBUTORS

Contributors

Hospitality Voices This Month

ELIE YOUNES,

Executive Vice President & Global Chief Development Officer, Radisson Hotel Group “Life is short; we need to enjoy what we do. Fun means literally having fun: don’t take yourself too seriously, have an ice cream, joke, laugh, take care of your body and just enjoy yourself along the way.”

02 MARTIN KUBLER,

Chief Sloth at The Gluttonous Sloth – HORECA Consulting with Attitude "If employees accepted reduced hours, additional responsibilities or postponed development opportunities because the business needed their support, what happens when conditions improve"

“Dubai continues to prove why it’s a global powerhouse for F&B, bringing the world’s biggest industry players, ideas and opportunities together. Gulfood Manufacturing 2026 was just another reason to be here.”

10 NOVEMBER 2026 | HOTELANDCATERING.COM

H&C EDITOR’S NOTE

THE INVISIBLE

GUEST THEORY Imagine looking back and realising you could have been, done and had everything you desired. Taken the chance. Changed direction. Lived on your own terms. Because nobody was really watching anyway. What a waste of a perfectly good life. And we are not in the business of that around here. Now, listen, don't abandon good judgement, consideration or common sense. But don't give a room full of other guests so much power over you either. And I think the best reminder of this comes from the wild.

ave you ever heard of the invisible guest theory? It's the idea that everyone is so caught up in their own inner monologue, worrying about what others might think of them, what they're wearing, saying or doing, that they're barely paying attention to you. You're practically invisible to them. They're too busy wondering what you and everyone else in the room think of them. And you're worrying about exactly the same thing. So you might as well be the invisible guest at the party and have the time of your life like no one is watching, because no one is. It's kind of ridiculous when you think about it long enough. An entire world of people worrying about being watched by other people who are equally worried about being watched. All of us denying ourselves pleasure because we're afraid of what somebody might think. What we wear. What we say. Where we go. What we try. What we don't. All subject to the approval of people who have absolutely nothing to do with our lives. So I've developed a theory of my own: do whatever you want. Nobody's watching. And if they are, well, I hope they're enjoying the show. There's something incredibly liberating about finally realising that people aren't nearly as concerned with you as you think.

12 NOVEMBER 2026 | HOTELANDCATERING.COM

A lion doesn't wait for an audience to hunt. An elephant doesn't seek permission to roam. Animals sleep, hunt, give birth, migrate and play, entirely unconcerned with who's watching. The trees, the flowers, the weeds? They do the same. You might love flowers, but they don't bloom for your admiration. They bloom because that's what they're here to do. We travel thousands of miles to witness these extraordinary things, cameras in hand, marvelling at the beauty of a world that will carry on doing exactly as it pleases, whether we're there to see it or not. So I've decided to answer my own call to the wild. To live freely, do what makes me happy and bloom on my own terms. And if you happen to be there when I do, enjoy the show. But I hope you're too busy doing the same.

SEYMONE L MOODLEY EDITOR-IN-CHIEF seymone@bncpublishing.net Seymone Leigh Moodley seymonemoodley

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H&C OPENINGS & LAUNCHES EDITION EXPANDS ITS GLOBAL FOOTPRINT WITH A LANDMARK DEBUT IN CAPE TOWN Framed by Table Mountain and the Atlantic Ocean, Cape Town is defined by the interplay of nature and urban life, heritage and artistic spirit, and local identity and global influence. EDITION marks its African debut with The Cape Town EDITION – a gathering place poised to become a social nexus and a gateway to discover the city. Cape Town joins EDITION’s global portfolio of hotels in some of the world’s most sought-after destinations ranging from Lake Como and Tokyo to London, New York, Riviera Maya and beyond, where thoughtful design, carefully curated culinary experiences and a strong sense of cultural relevance come together in a way that is distinctly EDITION.

16 NOVEMBER 2026 | HOTELANDCATERING.COM

OPENINGS & LAUNCHES

ESSENTIALLY AND EMIRATES BUSTANICA CREATE BESPOKE JUICE COLLECTION FOR EMIRATES

UAE-based food and beverage brand Essentially Juices Manufacturing LLC has partnered with Emirates-owned vertical farm Emirates Bustanica to create a bespoke range of fresh juices for Emirates passengers, bringing together locally grown produce, product development expertise and a shared focus on making greater use of every harvest. What began as a conversation around ingredients has evolved into an ongoing product collaboration, with Essentially and Emirates Bustanica exploring how fresh produce grown in the UAE can be used in new formats and flavour combinations.

HOTELANDCATERING.COM | NOVEMBER 2026

H&C OPENINGS & LAUNCHES

MANDARIN ORIENTAL LAUNCHES MO.RE TO REDEFINE SUSTAINABILITY IN LUXURY HOSPITALITY Mandarin Oriental launches MO.RE, a new sustainability platform and manifesto designed to challenge the conventions of luxury hospitality and place resilience, connection and regeneration at the centre of how the Group grows, operates and creates exceptional experiences. Over the past fifteen years, the Group has made significant progress towards its 2030 targets, including a 33% reduction in Scope 1 and 2 carbon emissions and more than 80,000 hours contributed by colleagues through volunteering.

18 NOVEMBER 2026 | HOTELANDCATERING.COM

OPENINGS & LAUNCHES

RIXOS MURJANA UNVEILS SAUDI ARABIA’S FIRST ADULTS-ONLY OVERWATER VILLAS ON THE RED SEA introducing a new level of privacy and personalised luxury to the Kingdom’s Red Sea coastline. Inspired by the iconic overwater retreats of the Maldives, each villa blends exceptional privacy, refined luxury, and uninterrupted sea views with the signature all-inclusive, all-exclusive hospitality that defines Rixos.

HOTELANDCATERING.COM | NOVEMBER 2026

H&C NEWS & APPOINTMENTS TAPASAKE INTRODUCES THE LEADERSHIP TEAM BEHIND ITS NEW CHAPTER

TAPASAKE introduces the leadership team shaping the brand’s next chapter in Dubai, bringing together international expertise across culinary, beverage, operations and guest experience. Leading this next chapter are Dean Stuart Jarvis, Director of Operations, Sunset Hospitality Group; Masanori Ito, Brand Executive Chef; José Gamiz, Global Brand Beverage Manager; and Tetiana Gubanova, General Manager, TAPASAKE Dubai. Together, they bring experience spanning restaurants, hotels, bars and lifestyle destinations around the world, with each playing a distinct role in shaping TAPASAKE’s food, beverage, operations and wider guest experience.

NEWS & APPOINTMENTS

AL BALEED RESORT SALALAH BY ANANTARA APPOINTS OMANI HOSPITALITY PROFESSIONAL ALI AL SHAHRI AS FRONT OFFICE MANAGER Al Baleed Resort Salalah by Anantara is delighted to announce the appointment of Ali Al Shahri as Front Office Manager, marking another significant milestone in the resort’s commitment to nurturing Omani talent and supporting the Sultanate’s Omanisation objectives within the luxury hospitality sector.

HOTELANDCATERING.COM | NOVEMBER 2026

H&C NEWS & APPOINTMENTS AL HABTOOR GRAND RESORT, AUTOGRAPH COLLECTION APPOINTS CHRISTOPHE DELABARRE AS HOTEL MANAGER Al Habtoor Grand Resort, Autograph Collection has announced the appointment of Christophe Delabarre as Hotel Manager, strengthening the resort’s senior leadership team as it enters its next phase of growth. With more than 20 years of international hospitality experience, Christophe has held key leadership positions with globally recognised brands including IHG, Marriott, Hilton, Mandarin Oriental and Disneyland Paris. His career spans Europe, Asia and the Middle East, bringing a broad international perspective shaped by diverse hospitality markets and operating environments.

22 NOVEMBER 2026 | HOTELANDCATERING.COM

NEWS & APPOINTMENTS

UNOX INTRODUCES QBO.PRO TO THE MIDDLE EAST AT GULFHOST 2026, BRINGING A NEW LEVEL OF AUTOMATION TO PROFESSIONAL KITCHENS UNOX, a global leader in professional cooking technology, introduces Qbo.PRO to the Middle East. The upgraded multifunctional robot from Roboqbo brings together advanced food processing capabilities, an intuitive digital interface and improved reliability and durability, offering hospitality and foodservice professionals a more efficient way to manage everyday kitchen operations. The regional launch marks an important milestone for UNOX following its acquisition of Roboqbo in 2025. Less than a year after joining the Group, the two companies have combined their expertise to introduce a new generation of professional kitchen automation, designed to make food preparation simpler, faster and more accessible to restaurants, hotels, catering businesses and pastry kitchens.

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H&C POINT OF VIEW

WHEN THINGS GET BETTER ARE WE STILL ALL IN THIS TOGETHER? BY MARTIN KUBLER, CHIEF SLOTH AT THE GLUTTONOUS SLOTH, HORECA CONSULTING WITH ATTITUDE

There's a phrase hospitality employees have heard quite a lot over the years: "We're all in this together." It tends to appear when business is difficult. When occupancy drops, budgets tighten and forecasts are revised, teams are asked to be flexible, take on additional responsibilities and help the business through challenging times. Often, they do. But as 2026 draws to a close and parts of the Middle East hospitality market begin showing signs of improvement, there's a question worth asking: When things get better, are we still all in this together? A difficult year affects more than revenue and profitability. Behind the numbers are employees covering vacant positions, managers juggling additional responsibilities, teams working with tighter rosters and departments being asked to maintain service standards despite reduced resources. Some of these adjustments are unavoidable. When revenue falls, costs have to be managed, and payroll is one of the largest expenses in most hospitality businesses. There is, though, a difference between making difficult decisions and forgetting their consequences. The supervisor who has spent months covering two positions doesn't suddenly become less tired because occupancy improves. The restaurant team that has managed with fewer colleagues doesn't automatically regain its enthusiasm when covers increase. The manager who has spent the year explaining unpopular decisions to employees may have used up considerable goodwill along the way. These things rarely appear in financial reports, but they affect the business nonetheless. One of the risks when business begins to recover is that management becomes accustomed to the arrangements introduced during the downturn. If a department managed with eight employees instead of ten, why recruit the other

two? If managers absorbed additional responsibilities, why redistribute them? If training was suspended without an immediate operational disaster, why reinstate the budget? There may be perfectly reasonable answers to these questions. Some businesses discover genuine efficiencies during difficult periods. The problem arises when emergency measures quietly become the new operating model without anyone examining their longer-term consequences. A team can sustain extraordinary effort for a few weeks or even months. Expecting that effort indefinitely is another matter. As operators prepare their 2027 budgets, they should look beyond the positions they can afford to refill and ask whether current staffing levels are sustainable. That means considering service quality, employee wellbeing, retention and the workload of managers who have been holding things together. The fact that something worked during a crisis doesn't necessarily mean it should become standard practice. Hospitality businesses spend considerable time talking about employee loyalty. We want people who stay, care

BEFORE YOU PLAN 2027

about guests, support their colleagues and go the extra mile when circumstances demand it.

stretched? And what can the organisation do to recognise those contributions meaningfully?

During difficult periods, we often ask them to demonstrate precisely those qualities.

The answers won't always require a substantial budget. They will, however, require attention and a willingness to follow through.

Yet loyalty is a relationship, and relationships require reciprocity. If employees accepted reduced hours, additional responsibilities or postponed development opportunities because the business needed their support, what happens when conditions improve? I'm not suggesting that every hotel should immediately announce salary increases or restore every expense that was cut. Recovery in revenue doesn't always translate into recovery in profit, and some operators will continue to face difficult financial circumstances well into 2027. Sharing the benefits of recovery can take many forms. It might mean restoring sensible staffing levels, reviewing rosters, reinstating training, making overdue promotions or giving managers more time to spend with their teams instead of constantly firefighting. Sometimes it means simply acknowledging what people have contributed and explaining honestly what the business can and cannot yet afford to do.

Employees will remember how they were treated during a difficult year. They will also remember what happened when the pressure began to ease. Perhaps the most important question hospitality leaders should ask as they prepare for 2027 isn't simply how much business they expect to recover. It's how much of that recovery they're prepared to share with the people who helped them get there. After all, "we're all in this together" should mean something when things are going well, too.

Employees generally understand that businesses need to make money. What damages trust is the feeling that sacrifices are shared during difficult times while the benefits of better times flow in only one direction. Resilience has become one of hospitality's favourite management words. We praise resilient teams, resilient leaders and resilient organisations. It's an attractive quality, particularly in an industry accustomed to uncertainty. Resilience shouldn't be an excuse to keep increasing the load. If a team repeatedly manages to deliver acceptable service with fewer people, that may demonstrate commitment and resourcefulness. It may also conceal exhaustion, declining morale and a growing intention to leave. Leaders need to listen to what employees are saying, including those who rarely complain. The people who have carried the greatest burden are sometimes the least likely to announce that they've reached their limit. A recovery plan that focuses exclusively on revenue, occupancy and profitability risks overlooking the capacity of the people expected to deliver it. Who took on responsibilities beyond their job description? Which teams kept standards intact despite difficult circumstances? Who supported colleagues when staffing was

HOTELANDCATERING.COM | NOVEMBER 2026

H&C POINT OF VIEW

Seven insights on

leadership and deal-making in the hotel industry

BY ELIE YOUNES, EXECUTIVE VICE PRESIDENT & GLOBAL CHIEF DEVELOPMENT OFFICER, RADISSON HOTEL GROUP

A reporter recently asked me to share some insights and lessons learnt. It prompted some reflection and eventually led me to write this article. I have spent the last two decades expanding hotel businesses and signing thousands of hotels worldwide while navigating economic cycles, boardrooms and cultures. It has involved some four thousand trips around the globe.

Development can also be brutal. How embarrassing it is to spend time chasing chickens (wasting energy), making bad bets on the wrong projects, partners or people, or, worst of all, missing targets. This is the reality: the winner takes it all. Ultimately, it is a ‘did it’ or ‘didn’t do it’ game. The rest is fancy corporate presentations.

Expansion shapes a company’s landscape, secures future earnings, creates opportunities and unlocks shareholder value. To pull it off, a company needs to remain relevant to its key stakeholders. Expansion is fun!

A successful leader behaves like an owner. She knows how to make an impact, leads without a title, moves the needle, influences stakeholders, learns all aspects of the business and takes ownership. Remember: ownership.

Development is indeed fun. It is stimulating to design a plan, take risks on the right people, explore opportunities, close a deal and see the impact. That is when all goes well.

Based on these reflections, I have gathered seven insights and lessons beyond conventional textbooks on how business leaders can remain relevant today and perhaps help navigate the future.

28 NOVEMBER 2026 | HOTELANDCATERING.COM

SEVEN INSIGHTS ON LEADERSHIP AND DEAL-MAKING IN THE HOTEL INDUSTRY

“If you don’t enjoy what you do and have fun doing it, then all these insights are useless and for the birds.

former development director and so on. I now blame myself. Many projects fail because they are built on assumptions that were unrealistic in the first place: endless growth in demand, low or no future supply, low construction costs and unrealistic pricing. Ambition helps drive growth. Ambition is not strategy. 4. Partner with decent people We first become friends with our partners, then we do business. Not the other way round.

1. This business has two customers: the guest and the owner If their interests are integral to your project and business decisions, you will eventually win. Every partnership, every brand decision and every investment must create value for both customers. It is simple, but most people foolishly take only one side into account.

You can afford a bad deal more than you can afford a bad partner. Ideally, neither, of course. The best business insurance is to partner with the right people. Of course, at business school, we learn that success is all about location, timing and quality. That is not enough. The quality of your business partner is just as important, and sometimes even more so.

2. Own and influence I don’t ask teams to behave like C-suite executives or CEOs. I ask them to act like the ultimate owner. I even encourage my own children to work for a company they wish to own, not just one they want to lead. Problems happen. They are often not your fault, but they are often yours to fix. That is ownership. Influence is as important as ownership. You can’t do it alone and will need others to help and buy in. This means influencing external stakeholders (owners, banks, architects, etc.) and internal stakeholders (brand, operations, IT, commercial teams, your CEO and CFO). Some claim it is an art, but there is also an element of discipline and selfmanagement involved in influencing others. Oh, and don’t worry about what you can’t influence (like COVID or war); it is a waste of your energy. Focus only on what you can impact. 3. Challenge the assumptions before they challenge you Gravity always prevails. When you drop a ball, it falls. Don’t assume otherwise. When projects disappointed, I used to blame inflation, interest rates, market conditions, the STR forecast, the brokers, operations, the owner, the commercial team, the HOTELANDCATERING.COM | NOVEMBER 2026

H&C POINT OF VIEW With this comes a need to tailor business models. People are different, and they need different types of partnerships. Hence, the ability to innovate is key, and a culture that tolerates ‘some’ mistakes becomes critical.

when there is a risk of damaging the bigger picture or the relationship. I know that many money managers will not agree, and that is fine with me.

5. Good is the enemy of great I found this in a book, and it stayed with me. It is a cliché, but true.

If you take away just one thing from these insights, let it be ownership (and the one below). In other words, take ownership of what you do, go beyond the job description, make an impact and be curious. Just own it.

Success creates confidence, which is good, but it can also promote complacency, which is dangerous.

I offered seven insights, but naturally there are more. The eighth is the most important: have fun!

We need to celebrate success, of course, then get back to the ‘gym’. In other words, we must continue asking difficult questions and challenging ourselves to improve. This is a no-brainer.

If you don’t enjoy what you do and have fun doing it, then all these insights are useless and for the birds. Life is short; we need to enjoy what we do. Fun means literally having fun: don’t take yourself too seriously, have an ice cream, joke, laugh, take care of your body and just enjoy yourself along the way.

Regardless of the success you have achieved, always embrace an underdog mentality. Be humble, be hungry, be relentless. No one is entitled to anything, starting with myself. It works! 6. Be willing to change your mind Leaders have conviction. The elite ones know how to see things from another person’s point of view. Success can make us stubborn and selfish. There is no shame in changing your mind when it makes sense. Some of the best opportunities I have seen emerged because an elite leader had the humility to reconsider and make a better decision. Changing your mind is not weakness. It is a strength when exercised at the right moment. Sometimes, it is the most commercially disciplined decision you can make. 7. Manage your greed This is probably the most challenging piece of advice for most people. Greed is often at the root of many problems we see in day-to-day life (especially the big ones). I have struggled with this myself and, over time, learnt to manage it better. Negotiation (I hate this word) is often misunderstood as extracting every possible concession. That is a weak approach. There is often a meaningful difference between being smart and being wise. This distinction becomes clearer with time, learning and experience, but don’t wait until you are 55 years old to see it. There is no need to win every point to win the game. And there is no need to squeeze extra pennies out of a deal 30 NOVEMBER 2026 | HOTELANDCATERING.COM

So, enjoy, and see you somewhere at an airport, in a hotel lobby, at the gym or in a coffee shop!

SEVEN INSIGHTS ON LEADERSHIP AND DEAL-MAKING IN THE HOTEL INDUSTRY

At a Glance

SEVEN LESSONS IN LEADERSHIP AND DEAL-MAKING 1. Serve both sides. Every decision should create value for both the hotel guest and the owner. 2. Think like an owner. Take responsibility, influence others and focus on what you can control.

5. Stay hungry. Celebrate success, but never allow confidence to become complacency. 6. Know when to change your mind. Strong leadership requires conviction, humility and the willingness to reconsider.

3. Question your assumptions. Ambition drives growth, but unrealistic expectations can derail it.

7. Don't let greed win. Protect the bigger picture. Winning every concession isn't always winning the deal.

4. Choose partners wisely. A bad deal is easier to recover from than a bad business partner.

BONUS: Have fun. Life is short. Enjoy the work, the people and the occasional ice cream.

ELIE YOUNES, Executive Vice President & Global Chief Development Officer, Radisson Hotel Group

HOTELANDCATERING.COM | NOVEMBER 2026

H&C TRAVEL & TOURISM

THE TRIP OF A LIFETIME BEGINS WITH A CALL

The trip of a

LIFETIME begins with a call

From the extraordinary wilderness of the Maasai Mara to the deeply personal hospitality of Marriott’s luxury safari camps, Kenya offers far more than a holiday of a lifetime. BY SEYMONE L MOODLEY

HOTELANDCATERING.COM | NOVEMBER 2026

H&C TRAVEL & TOURISM A trip to Kenya's Maasai Mara is often described as a oncein-a-lifetime experience. Those who have been speak of it with a certain reverence. Those who haven't spent years dreaming of the day they might. And once you finally make it there, you understand why. But there is another layer to this extraordinary experience, one that comes courtesy of the people behind JW Marriott Masai Mara Lodge, The Ritz-Carlton, Masai Mara Safari Camp and JW Marriott Mount Kenya Rhino Reserve Safari Camp. Three distinct properties, each with its own character, united by a remarkably personal approach to hospitality. Let me begin by saying this, if you've never been to Africa, and much of what you know about the continent comes from what you've seen on television, you may imagine a land of mud huts and lions. And while the continent's traditional ways of life represent a beautiful, proud and important heritage that deserves to be respected, honoured and preserved, the extraordinary levels of luxury you'll discover should you venture beyond those assumptions might just blow your mind. I'm not simply talking about five-star accommodation, exceptional food, beautiful interiors and impeccable service. Although, believe me, there is plenty of that. I'm talking about the people. The warmth. The kindness. The generosity. The honesty with which they welcome you into their world.

question why we spend so much of our lives staring at screens when there is an entire planet outside, doing things no human being could ever manufacture. This, to me, is the ultimate flex. And that is one of Kenya's extraordinary charms. And it is precisely what makes the hospitality experience here so special. The holiday begins before you arrive Your Marriott experience in Kenya begins, rather unexpectedly, with a phone call. Justin Landry, Multi-Property General Manager overseeing the three safari properties, together with Camp Manager Sigi Cayel, arranges a Zoom conversation with guests ahead of their stay, at a time that suits them. There are warm smiles, introductions and the usual pleasantries. Then the questions begin. What do you enjoy eating? What don't you like? What do you prefer to drink? What makes you comfortable? What are the little things you enjoy having around you? What would make this particular holiday feel special? They want to know you. Not simply your booking details, your arrival time or your dietary requirements, but you, the person.

And then, OH MY GOODNESS, the beauty.

It is a conversation designed to understand your preferences so that the team can personalise your stay before you've even packed your suitcase.

The vast, magnificent, almost impossibly beautiful natural world that exists here. The sort of beauty that makes you

I don't know whether Justin intended it this way, but something rather wonderful happens during that call.

34 NOVEMBER 2026 | HOTELANDCATERING.COM

THE TRIP OF A LIFETIME BEGINS WITH A CALL

Your holiday begins. Long before your flight takes off, long before you see your first lion or catch your first African sunrise, the anticipation starts to build. You get the distinct feeling that somewhere in Kenya, people you haven't yet met are already looking forward to welcoming you. And that is a beautiful way to begin any trip. Welcome to the wild By the time you land in the Maasai Mara, the excitement is almost impossible to contain. And here's the thing about arriving at a safari lodge in the Mara, your safari begins before you've even checked in. The drive from the airstrip to camp is an experience in itself. The landscape opens before you, wildlife appears along the way, and your guide begins sharing stories and knowledge from the moment the vehicle starts moving. You quickly realise that there is no separating the destination from the experience. You are already in it. Arriving at JW Marriott Masai Mara Lodge brings another unforgettable moment, a traditional Maasai welcome, complete with song and dance. There is something deeply moving about being welcomed to a place by the people whose heritage and history are so closely connected to the land. It is an expression of culture, pride and generosity, and one that deserves to be appreciated for far more than its beauty as a performance. And somehow, the welcome only gets warmer from there. You meet the team, including Doris, whose infectious warmth and extraordinary hugs deserve a paragraph of their own. Some people have a way of making you feel as though you've known them for years within minutes of meeting them. Doris is one of those people. Throughout your stay, there is an almost magical balance between attentiveness and privacy. Someone is always nearby when you need something, yet when you want solitude, there is an abundance of that too. You never feel crowded. You never feel forgotten. And then there is your room. Or rather, the world outside it. Because here, even when you've returned from a game drive, the safari doesn't necessarily end. Animals move through the landscape beyond your accommodation, and at night, the unmistakable sounds of hippos remind you that you are a guest in a much larger home. HOTELANDCATERING.COM | NOVEMBER 2026

H&C TRAVEL & TOURISM It's an extraordinary feeling, falling asleep to a world that carries on perfectly well without you. Nature is not performing for you There is something quite humbling about waking before the sun, climbing into a safari vehicle and setting off in search of the Big Five. The air is cool, the world is quiet, and the sky slowly begins to change colour as the wilderness comes to life. You spend your days looking for lions, leopards, elephants, buffalo and rhinos. But somewhere along the way, something changes. You stop looking only for the spectacular. You begin noticing everything. The way animals communicate. The tenderness between a mother and her young. The alertness of a herd. The patience of a predator. The intelligence, curiosity, strength and extraordinary social bonds of creatures we so often know only through documentaries. For a moment, it can feel as though nature is putting on the most magnificent show just for you. But she isn't. She's simply existing. And you, for a few extraordinary hours, have been allowed to witness it. That distinction matters. What struck me most about the guides at JW Marriott was their respect for the Mara and everything that calls it home. Their knowledge is extraordinary, but so is their restraint. They understand how to approach wildlife without unnecessarily disturbing it, how to get close enough for guests to appreciate an encounter without compromising the animals' space, and, perhaps most importantly, when to keep their distance. They share what they know, but they also teach through their actions. Respect is not something they merely speak about. It is something they practise.

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THE TRIP OF A LIFETIME BEGINS WITH A CALL

“Just you, the wilderness and the possibility that something extraordinary might happen.

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I was fortunate enough to visit during the Great Migration, one of nature's most extraordinary spectacles, when vast herds of wildebeest and zebra move across the SerengetiMara ecosystem in search of fresh grazing. And while the migration is often portrayed through dramatic river crossings and the chaos of survival, some of the most beautiful moments I witnessed were remarkably peaceful. Watching enormous herds of animals moving together across the plains, completely absorbed in the rhythms of their own existence, was mesmerising. There was something deeply calming about it. Thousands of living beings, each with a place in an ecosystem so beautifully intricate that it makes our most sophisticated human systems seem almost primitive. The guides make you feel incredibly safe throughout, but what impressed me most was the depth of their knowledge. They don't simply drive you around looking for wildlife. They understand the land intimately. Every tree, every rock, every seemingly insignificant speck of dust has a place and a purpose in the Mara's ecosystem, and they seem to know the story behind all of it. Perhaps the most fascinating discovery for me, coming from a world almost entirely dependent on technology, was how little of it they actually need. These guides navigate the Maasai Mara National Reserve's approximately 1,510 square kilometres day after day without relying on GPS. They know the landscape by heart, using trees, rock formations and other natural landmarks to find their way. They communicate with one another over walkie-talkies, sharing wildlife sightings and helping each 38 NOVEMBER 2026 | HOTELANDCATERING.COM

other locate animals across the vast plains. Just think about that. In a world where most of us can barely find a restaurant without Google Maps, these remarkable people navigate thousands of square kilometres of wilderness using knowledge passed down, sharpened through experience and retained in their minds. No screen telling them where to turn. No digital map reassuring them that they're on the right track. Just an extraordinary understanding of the land they call home. Wow. If that doesn't impress you, I don't know what will. Some of the most enduring conversations I had during my time in Kenya were with the people of the Mara, listening to them talk about their land, their hopes for it and the future they pray it will have. I don't think I have ever heard people speak about their home quite that way before. There was such sincerity, such profound affection and such a sense of responsibility in their words. For them, it is not just a beautiful destination to be visited, photographed and eventually left behind. It is home. It is heritage. It is life. And it deserves to be protected.

THE TRIP OF A LIFETIME BEGINS WITH A CALL

A lesson in being I have always loved the natural world, but spending time in the Mara brought something into sharper focus. How vast and extraordinary this planet is. How much life exists beyond our own. How incredibly fortunate we are to share it with so many beautiful, intelligent, powerful, curious and loving living creatures. And how easily we forget that. We spend so much of our lives chasing the next thing. The next meeting, the next deadline, the next achievement. We measure our days by how much we've accomplished and our value by how much we've managed to get done. Then you arrive somewhere like the Maasai Mara, and suddenly none of that seems particularly important. The lions are not concerned about your schedule. The elephants have no interest in your emails. The leopard is certainly not rearranging its day because you've been waiting three hours for a photograph. Nature has its own rhythm, and you adjust to it. What a wonderful lesson. It is a reminder of how to be a human being in a world that seems determined to turn us all into human doings.

Not in the sense that you've been there before, but in the way that coming home after an extraordinary day should feel. You're tired, hungry, a little dusty, and absolutely bursting with stories. You feel like a child returning from a school trip, desperate to tell anyone who will listen about everything you've seen. And the lovely thing is that everyone wants to hear it. The team asks about your day. What did you see? Did you find the leopard? How was the sunrise? What was your favourite moment? The conversations are genuine, enthusiastic and often full of laughter. By your second evening, the restaurant team already seems to know you better than some people you've known for years. Your favourite things begin arriving at the table before you've asked for them. The chef notices what you enjoy and prepares something special. Small preferences are remembered, often without you having to mention them twice. It's not theatrical or overly formal. It feels natural.

To exist without constantly producing. To observe without interfering. To appreciate without needing to possess.

And that, in my opinion, is the difference between excellent service and exceptional hospitality.

And, occasionally, to do absolutely nothing at all.

Excellent service gives you what you've asked for.

The joy of coming home with stories After a full day in the wilderness, returning to camp feels wonderfully familiar.

Exceptional hospitality pays attention to what might make you happy before you've even thought to ask.

H&C TRAVEL & TOURISM A new way of seeing the world One of the unexpected highlights of my stay was the Canon photography studio at JW Marriott Masai Mara Lodge. Guests can learn the fundamentals of wildlife photography and borrow professional equipment to take out on game drives. What begins as a crash course in photography quickly becomes something of an obsession. Suddenly, you're thinking about light, angles, movement and composition. You're learning how to anticipate an animal's next move, how to focus on a subject that has absolutely no intention of sitting still, and how to capture the split-second moments that make the wilderness so extraordinary. A leopard on the hunt. A newborn zebra finding its feet. The golden light of an African sunrise.

You return to the studio eager to share your photographs, where encouragement, feedback and helpful tips make you even more determined to improve the next day. Before long, you're planning your mornings around the perfect shot, waking an hour or two earlier to catch the first light and developing a newfound appreciation for the art of waiting. And there is a lot of waiting. Because unlike the rest of the world, nature does not operate according to your timetable. Sometimes you wait for an animal to appear. Sometimes you wait for it to move. Sometimes you wait for the sun to find just the right position in the sky. And sometimes nothing happens at all. But here's the remarkable thing: even the waiting is beautiful. You sit in the bush with a cup of coffee, surrounded by a landscape that seems to stretch into eternity. You listen to the sounds around you. You watch the light change. You talk, or you don't. For once, there is nowhere else you need to be. No meeting to rush to. No notification demanding your attention. No obligation to turn every passing minute into something productive. Just you, the wilderness and the possibility that something extraordinary might happen. And even if it doesn't, somehow, you've lost nothing. JW Marriott Masai Mara Lodge Where the wilderness meets the warmth of home There is something very special about a place that can make you feel completely at home while reminding you, at every turn, that you are somewhere extraordinary. JW Marriott Masai Mara Lodge manages that beautiful contradiction.

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THE TRIP OF A LIFETIME BEGINS WITH A CALL

Opened in 2023 as JW Marriott's first luxury safari lodge, the property occupies a spectacular position overlooking the Talek River and the Maasai Mara National Reserve. Its 24 luxurious tented suites, including a two-tent family suite, bring together the romance of traditional safari accommodation and the comforts expected of a world-class luxury hotel. But the surroundings are very much the main attraction. The suites are beautifully appointed, with natural textures, warm earthy tones, generous living spaces, indoor and outdoor showers, and private decks with temperaturecontrolled Jacuzzis. They offer all the comforts of modern luxury without distancing guests from the remarkable environment they've travelled so far to experience. In fact, that connection is precisely the point. Whether you're enjoying a quiet moment on your deck, watching the river below or listening to the sounds of the wilderness after dark, the natural world remains wonderfully present. I found that particularly enchanting. There is something about hearing hippos in the middle of the night that makes even the most beautifully appointed hotel room feel secondary to the experience outside. And I mean that as the highest compliment. The culinary experience is equally considered. Sarabi Restaurant serves locally inspired and international cuisine, while Fig Tree Lounge and its outdoor deck provide a beautiful setting for drinks, conversations and those quieter moments between adventures. The JW Garden introduces another dimension, with fresh ingredients and garden-inspired dining that connect the kitchen to its surroundings. Then there are the meals that take place beyond the lodge itself. Imagine waking before sunrise, heading out into the reserve and eventually arriving at a beautifully prepared breakfast in the middle of the bush. Or stopping during an afternoon game drive to enjoy a sundowner as the sky turns gold and the landscape begins to settle into evening. There is also the traditional Boma dining experience, where guests can enjoy Kenyan cuisine outdoors around the fire. These are meals that stay with you, not simply because of what is served, but because of where you are when you eat them. For those who want to explore beyond the daily game

drives, the lodge offers cultural and recreational activities, including Maasai beadmaking, spear throwing, archery and guided nature walks. A visit to a neighbouring Maasai village can also be arranged, giving guests an opportunity to learn more about the people and traditions that are integral to the region. And, of course, there is the Canon photography studio, which became one of my favourite parts of the stay. It is an inspired addition to a safari property. The opportunity to learn photography, use professional equipment and return each day with images to discuss transforms the way you experience the wilderness. You begin seeing the Mara through a different lens, quite literally. The lodge also makes room for rest and renewal through Spa by JW, a fitness centre and an outdoor swimming pool. After hours spent exploring the reserve, there is enormous pleasure in returning for a treatment, a swim or simply an afternoon without any particular plans. Yet for all the experiences, facilities and exquisite surroundings, what stands out most is the people. The team has mastered something that is surprisingly difficult to achieve in luxury hospitality: making exceptional service feel effortless. There is no sense of being processed through a carefully rehearsed sequence of five-star gestures. Instead, there is genuine conversation, spontaneous kindness and the feeling that the people looking after you are enjoying your experience almost as much as you are. They remember your preferences. They celebrate your wildlife sightings. They know when to engage and when to leave you to enjoy the peace. JW Marriott Masai Mara Lodge offers the sort of luxury that doesn't have to keep reminding you how luxurious it is. You can see it. You can feel it. And long after you've forgotten the finer details of the suite or what you ordered for dinner, you'll remember the people who made you feel so welcome. The Ritz-Carlton, Masai Mara Safari Camp Luxury that makes room for the wilderness The Ritz-Carlton, Masai Mara Safari Camp offers a different expression of luxury. One where architectural elegance, extraordinary privacy and the natural environment come together in a way that is quite remarkable.

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Located within the Maasai Mara National Reserve, near the Tanzanian border, the camp occupies a secluded position along the Sand River, with views towards the Serengeti. But before you admire the interiors, the exquisite accommodation or the beautiful river views, there is something rather fascinating about the ground beneath your feet.

Designed by LW Design Group, the camp draws on natural materials, including timber and canvas, alongside elements of traditional Maasai craftsmanship. Rather than competing with the landscape, the architecture seeks to complement it.

Or, more accurately, the absence of it.

And there is something rather beautiful about a hotel that makes such an extraordinary effort to accommodate the wilderness, instead of expecting the wilderness to accommodate the hotel.

During my personal walkthrough with Justin Landry, he pointed out that guests can move through the camp without ever stepping directly onto the natural terrain.

The property comprises just 20 luxurious tented suites, each designed to provide privacy, comfort and a profound connection to its surroundings.

The entire property has been elevated on stilts, with walkways connecting its suites and communal spaces above the landscape.

The one-bedroom suites offer approximately 163 square metres of living space, complete with generous decks and private plunge pools overlooking the wilderness. The two-bedroom executive suites provide approximately 232 square metres, making them ideal for families and small groups.

The intention is to reduce interference with the natural environment, preserve existing trees and allow wildlife to continue moving through the area below. It's a remarkable architectural decision and an important one, particularly in a destination where protecting the surrounding ecosystem must remain a priority.

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At the top of the accommodation offering is the extraordinary two-bedroom Presidential Suite, spanning approximately 617 square metres. With expansive living and dining spaces, a kitchenette, outdoor dining deck, sunken lounge

THE TRIP OF A LIFETIME BEGINS WITH A CALL

The Canopy, meanwhile, provides a more relaxed setting for drinks, conversation and evenings around the fire. But the experience extends far beyond the restaurant. Guests can enjoy breakfast prepared in the bush, picnic lunches during game drives and traditional Boma evenings featuring Kenyan cuisine. There are also cooking classes, wine tastings, coffee and tea experiences, and cocktail-making sessions for those looking to explore the culinary offering more closely. One particularly beautiful tradition is Enkatini, the camp's evening storytelling experience. Gathered around the fire, guests are introduced to Maasai songs, dance and stories shared by the camp's cultural ambassadors. There is something especially meaningful about these moments. Beyond the extraordinary accommodation and fine dining, they create opportunities to understand the heritage of the people whose land and culture are inseparable from the safari experience. For guests seeking adventure, the camp offers guided game drives across the reserve and Mara Triangle, along with privately arranged wildlife experiences, photography sessions and hot-air balloon safaris.

and private plunge pool, it is an impressive interpretation of luxury safari living. Throughout the accommodation, the emphasis is on space, privacy and uninterrupted views of the natural world. After all, what greater luxury could there be than enjoying a private plunge pool while the wilderness carries on around you? Another defining feature of The Ritz-Carlton experience is its personalised butler service, known as Encholiek. Inspired by the Maasai concept of someone who accompanies and supports you, the Encholiek is responsible for making the guest experience feel as effortless as possible, whether arranging an intimate dinner, organising a game drive or attending to the smaller details of a stay. Dining is equally imaginative. Nest, the property's main restaurant, brings together locally inspired and international cuisine, complemented by a private wine cellar, an expansive restaurant deck and opportunities to dine beneath the stars.

Imagine drifting above the Mara at sunrise, watching the vast landscape unfold beneath you before returning to earth for breakfast in the bush. It's the sort of experience that reminds you why people travel across the world to be here. The camp's Discovery Hub provides opportunities to learn more about the destination, with a Map Room dedicated to the region's geography, wildlife and migration patterns, alongside a photography studio. Wellness is another important part of the offering, with spa treatments, fitness facilities, yoga, meditation and guided movement sessions designed to complement the tranquillity of the setting. And then there is the extraordinary privilege of doing absolutely nothing. Of sitting on your deck, watching the river and allowing the wilderness to provide all the entertainment you could possibly need. What stayed with me after touring The Ritz-Carlton was not simply its beauty, although it is undoubtedly beautiful. It was the thoughtfulness behind it.

HOTELANDCATERING.COM | NOVEMBER 2026

H&C TRAVEL & TOURISM The consideration given to the land, the deliberate decisions behind its design and the pride with which Justin explained those decisions.

I could tell. I could hear it in his voice, see it in the way he spoke about the land and its people, and feel it in the hospitality I had experienced throughout my stay.

Luxury hospitality in a place like the Maasai Mara comes with enormous responsibility. And the most impressive properties understand that their success depends not only on what they offer guests, but also on how carefully they treat the destination that makes those experiences possible.

Under his leadership, the teams have been empowered to take the reins and show guests the Maasai Mara they know and love. With the vast majority of employees coming from the Mara and wider Kenya, the experience is shaped by people who have a genuine connection to the destination.

At The Ritz-Carlton, Masai Mara Safari Camp, that philosophy is quite literally built into the foundations.

And what a difference that makes.

Leadership that leaves its mark Justin is a young, impressive General Manager with a wealth of experience and a long history within the Marriott group. But what struck me most wasn't his professional credentials or his knowledge of luxury hospitality. It was the way he spoke about Kenya. There was no prepared manifesto. No carefully rehearsed PR statement. No corporate language about delivering exceptional guest experiences. He had fallen in love with Kenya.

Throughout our walk, Justin spoke about his team with enormous pride and admiration. And, having spent time with them, I can tell you the feeling was mutual. I told him how lucky he was to have such extraordinary people working alongside him. But after getting to know Justin, I began to understand where so much of that exceptional care came from. Good leadership is felt it in the warmth of a welcome. In the confidence of an employee who has been trusted to make a guest's experience special. In the pride with which a guide speaks about his homeland. In the genuine happiness of people who clearly love what they do, then it translates onto impressive financial results. Justin's leadership is felt throughout the camps, not because his presence is everywhere, but because his influence is. And perhaps that is one of the finest compliments you can pay a General Manager. JW Marriott Mount Kenya Rhino Reserve Safari Camp Where conservation takes centre stage While the Maasai Mara is celebrated for its vast plains, extraordinary predators and the spectacle of the Great Migration, another remarkable part of Kenya offers an entirely different encounter with the natural world.

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Set within Solio Game Reserve, between the slopes of Mount Kenya and the Aberdare Ranges, JW Marriott Mount Kenya Rhino Reserve Safari Camp brings the brand's distinctive approach to luxury hospitality to one of the country's most important wildlife conservation destinations. And here, the rhinoceros takes centre stage. Solio Conservancy has earned international recognition for its successful rhino breeding and conservation programme, providing a sanctuary for both white rhinos and the critically endangered black rhino. For wildlife enthusiasts, the opportunity to observe these magnificent animals in a protected environment is extraordinary. There is something deeply moving about a creature as powerful and prehistoric-looking as the rhinoceros. Its presence is magnificent, yet its continued survival remains dependent on the protection of habitats and sustained conservation efforts. That is what makes Solio such a remarkable destination. Visitors are not simply travelling to see wildlife. They are entering a landscape where conservation has helped safeguard a future for some of Africa's most threatened animals. The camp itself has been designed to complement that set46 NOVEMBER 2026 | HOTELANDCATERING.COM

ting, bringing together luxurious tented accommodation, wellness, thoughtful dining and immersive nature experiences. Marriott's accommodation information describes 21 luxury tents, beginning at approximately 134 square metres, with private plunge pools, expansive living spaces and panoramic views of the surrounding landscape. Two-bedroom options provide additional space for families and groups. Natural textures, warm materials and an understated design approach create interiors intended to complement the scenery beyond the tents. The surroundings, however, provide the real sense of occasion. The slopes of Mount Kenya, the Aberdare Ranges and the beautiful landscapes of Solio offer a different perspective on Kenya's extraordinary natural diversity. It is a reminder that there is so much more to the country than any one destination, no matter how spectacular that destination may be. Dining at the property has been designed with the same connection to place in mind. Mavuno, the all-day dining restaurant, draws inspiration from local ingredients and heritage recipes, while Ember Bar and Lounge provides a relaxed setting for cocktails, fine

THE TRIP OF A LIFETIME BEGINS WITH A CALL

wines and evenings around the fire. The JW Garden introduces a more intimate connection between food and nature. Herbs, vegetables and edible flowers are cultivated to inspire seasonal dishes and beverages, bringing freshness and a sense of place to the culinary offering. Guests can also enjoy meals beyond the traditional restaurant setting, including bush breakfasts, picnic lunches and sundowners. And there is something particularly appealing about the idea of enjoying a beautifully prepared meal in a landscape where wildlife, conservation and hospitality exist side by side. But the experiences on offer at Mount Kenya extend well beyond the dining table. Daily guided game drives provide opportunities to explore the reserve and encounter its extraordinary rhino population, alongside other wildlife including leopards, cheetahs, plains game and birdlife. For those wanting a different perspective, guided walking safaris and bicycle safaris offer a closer connection to the landscape.

and movements of wildlife can be very different from what is witnessed during daylight hours. There are also opportunities to visit nearby conservation destinations, including Ol Pejeta Conservancy, as well as excursions towards the Aberdares and Mount Kenya. One particularly meaningful experience offered through the camp involves learning about rhino rehabilitation and the care of orphaned animals, including an opportunity to participate in supervised feeding.

“Exceptional hospitality pays attention to what might make you happy before you've even thought to ask.

Night drives introduce another dimension, allowing guests to experience the reserve after dark, when the behaviour HOTELANDCATERING.COM | NOVEMBER 2026

H&C TRAVEL & TOURISM These experiences have the potential to turn an extraordinary holiday into something far more meaningful, introducing guests to the importance of conservation and the people working to protect Kenya's wildlife. Beyond wildlife, the property also offers opportunities to engage with the surrounding communities. Among these is a visit to the Solio Women's Empowerment Project, which gives guests an insight into local community initiatives and the importance of creating opportunities for people living alongside conservation areas. It is an important part of the wider hospitality conversation, particularly in destinations where the protection of the natural environment and the wellbeing of surrounding communities are so closely connected. The property's wellness offering provides another reason to stay a little longer. The Spa by JW draws on the brand's focus on wellbeing,

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complemented by a fitness centre, swimming pool and peaceful spaces designed for rest and reflection. Guests can also enjoy wine tastings, cooking classes at Mavuno, cocktail-making at Ember and evenings gathered around the fire beneath the African sky. The Map Room, library and photography studio offer further opportunities to explore, learn and document the experience. It is an appealing combination of adventure and quiet luxury, one that allows guests to shape their stay around their own interests rather than follow a rigid itinerary. And perhaps that is the greatest appeal of the property. Where the Maasai Mara offers the grandeur of vast landscapes and the extraordinary drama of wildlife in motion, Mount Kenya invites visitors to discover another side of the country: its conservation success stories, its remarkable mountain landscapes and the quieter beauty of a protected

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natural sanctuary. JW Marriott Mount Kenya Rhino Reserve Safari Camp offers another compelling reason to look beyond a single safari destination and discover just how much Kenya has to offer. The greatest luxury of all I arrived in Kenya expecting extraordinary wildlife, beautiful accommodation and the sort of hospitality one associates with some of the world's finest luxury brands.

There is a particular kind of happiness that comes from spending time somewhere you have absolutely no control over what happens next. You cannot summon a lion. You cannot hurry a sunrise. You cannot ask thousands of wildebeest to move a little to the left so you can take a better photograph. You can only show up, pay attention and be grateful for whatever the day gives you.

I found all of those things.

Perhaps that's the greatest luxury of all.

But I also found something I hadn't quite anticipated.

Not having everything at your fingertips, but discovering how little you actually need when the world around you is already giving you so much.

A place that reminded me how much beauty exists beyond the small worlds we build around ourselves. People whose generosity and affection for their homeland are as memorable as the landscapes they call home. And an experience that made the everyday concerns of modern life feel wonderfully insignificant.

And if you're fortunate enough to experience Kenya this way, you may arrive thinking you're about to have the holiday of a lifetime and leave with a greater appreciation for life itself.

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H&C TRENDS AND REPORTS

From Room Forecasts to

DESTINATION INTELLIGENCE

The next evolution of commercial planning for mixed-use hospitality Aman Malhotra, Chief Financial Officer, Kerten Hospitality, and Ibrahim Saba, Principal Sales Director, Europe, Middle East & Africa, IDeaS

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FROM ROOM FORECASTS TO DESTINATION INTELLIGENCE

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H&C TRENDS AND REPORTS

Across the Middle East, billions of dollars are flowing into mixed-use hospitality destinations whose commercial complexity now reaches far beyond their hotel anchor assets. However, the commercial discipline meant to guide them was built for something far simpler. That discipline is revenue management, one of hospitality’s quiet success stories. Over four decades, it has become an analytically mature discipline, helping operators make more confident decisions about pricing, inventory and demand. Expanding that same discipline across an entire destination is a natural ambition. But those same tools, when applied to a residence that sells over months or a restaurant whose business swings with the local calendar, capture only part of the picture. 52 NOVEMBER 2026 | HOTELANDCATERING.COM

The complexity is structural Consider how differently these assets behave. A hotel room fills through a recognisable booking curve. A branded residence may sell over months, while an F&B outlet runs on daily footfall influenced by local, hotel and event demand. Three revenue streams, three commercial rhythms, yet all sit on the same owner’s P&L and the same commercial team’s desk. Revenue management remains an important foundation, but on its own, it cannot give a complete view of a mixed-use destination. Owners today need visibility across interconnected assets whose demand is reflected in different systems and planning cycles. The objective at this point is not full optimisation of a

FROM ROOM FORECASTS TO DESTINATION INTELLIGENCE

mixed-use destination through a single commercial engine. It is to develop enough visibility, using the destination’s strongest indicators of demand, to support better planning decisions across the wider ecosystem. Why the Middle East makes this urgent now No region is building at the scale or speed of the Middle East. Lodging Econometrics put the region’s hotel construction pipeline at a record 724 projects and 178,003 rooms in the second quarter of 2026, up 11% year on year. Increasingly, that development is mixed-use, with residences and F&B planned into destinations as part of a single commercial fabric. The residential side of that fabric is growing just as fast. Knight Frank’s Global Branded Residence Survey 2025 shows the Middle East holding nearly 27% of the world’s

branded residence pipeline, compared with around 16% of existing stock, the sharpest such rise of any region. Picture a single masterplan: 200 hotel keys, 80 branded residences and half a dozen F&B outlets, all opening together and reporting to the same owner. On a Monday morning, the commercial team has to build one view of how the whole destination is performing, yet only the 200 hotel keys come with hospitality’s mature forecasting conventions. The assets around them report through separate systems and planning cycles. For owners deploying capital at this scale, residences, F&B and other ‘non-hotel’ assets make up a growing share of destination revenue. Many are well managed in their own right, yet still struggle to contribute to a common understanding of where the destination is heading. HOTELANDCATERING.COM | NOVEMBER 2026

H&C TRENDS AND REPORTS A data problem widely felt, rarely owned Mixed-use assets generate plenty of data, but it is scattered across systems built for different purposes, and pulling together a single coherent view still depends heavily on manual work. When assembled by hand, forecasts can become volatile, with results varying depending on who produces them. Inconsistent figures are exactly what owners trust least. This is where the analytical rigour of hospitality revenue management becomes a valuable asset in mixed-use strategic planning. A forecast that a commercial team can trace, question and stand behind carries far more weight as a planning input. In a mixed-use portfolio, a forward view of hotel guest demand, alongside other early signals, can help align commercial, operational and financial decisions around a common set of expectations. What coordinated decision-making actually looks like today At Kerten Hospitality, we approach rooms, residences and F&B as one conversation, so a gain in one asset is not cancelled out by a loss in another. It also means watching which asset moves first. At our properties in AlUla, the earliest sign of a shift in demand often comes from event business rather than rooms, before broader interest in the destination becomes visible elsewhere. Room performance is supported by a strong forecasting foundation, though getting the property management and revenue systems to speak the same language on segments, codes and yield categories took real effort in cooperation with IDeaS this year. If aligning one asset type demands that much rigour, the full portfolio will demand a great deal more. F&B and other revenue streams may not be integrated to the point of holistic optimisation, but consolidated views of performance create greater clarity and a shared foundation for commercial decision-making. At IDeaS, we see forecasting evolving to fit new accommodation models and commercial environments. The nearerterm opportunity is not to create a single forecasting model for every asset, but to help operators make better use of the signals they already have. Hotel booking pace, accommodation demand and other connected revenue streams can provide earlier visibility into changing demand conditions, helping commercial, operational and financial teams make more informed decisions across the wider destination. The objective is not perfect prediction, but a stronger foundation for planning. What is still missing is a shared way to measure and forecast the assets around the room. RevPAR gave the industry a common, globally understood language for hotel rooms. Currently, residences, serviced apartments and F&B have no equivalent. The industry may eventually agree on a more consistent way to evaluate mixed-use destinations, but operators need not wait for that standardisation to improve the decisions they make today. 54 NOVEMBER 2026 | HOTELANDCATERING.COM

The opportunity in these increasingly sophisticated destinations is not perfect certainty, but better direction. That direction comes from turning disparate signals into more informed decisions across the destination.

At a Glance KEY TRENDS SHAPING MIXED-USE HOSPITALITY 1. The rise of mixed-use destinations: Hotels, branded residences and F&B outlets are increasingly being developed as interconnected commercial ecosystems. 2. Branded residences gaining ground: The Middle East accounts for nearly 27% of the global branded residence development pipeline. 3. Beyond traditional revenue management: Operators are moving towards destination-wide commercial planning rather than focusing solely on hotel room performance. 4. Data integration becoming essential: Disconnected systems and inconsistent forecasting remain major obstacles to effective commercial decision-making. 5. Demand signals extending beyond rooms: Events, F&B activity and local demand are becoming increasingly important indicators of destination performance. 6. A shift towards shared performance metrics: The industry faces growing pressure to establish consistent ways to measure commercial performance across different hospitality assets.

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230 Modern Rooms and suites

Prime Location in Business Bay

Meeting Rooms & Co Working Space

www.barcelo.com

Swimming Pool

Gym

Al Asayel Street, Business Bay P.O Box 214340 | Dubai | UAE

H&C POINT OF VIEW

Are hotels and holiday homes competing for the same long-stay guest?

BY LUIS SANTOS, CO-FOUNDER, FIRST CLASS PROPERTY MANAGEMENT

Hotels, serviced apartments and holiday homes are all targeting guests who book by the month. But in a growing market, there is room for all three.

es, hotels, serviced apartments and holiday homes are increasingly competing for long-stay guests. But I don't think we are competing for the same ones. As Dubai's tourism market grows, the number of guests looking to stay for weeks or months has increased, creating a category large enough to accommodate very different needs. Each type of accommodation caters to a different kind of guest. Consider how significant long stays have become. Our First Class UAE Short-Term Rental Index for the third quarter shows that stays of a month or longer accounted for 56 per cent of booked nights across our portfolio. That is far higher than before the market shock in March, although the share is easing as tourists return. Our guests stayed 13.3 nights on average, compared with a Dubai market median of six. The month-long guest is no longer simply filling gaps during the quiet season. These guests have little in common with one another. Some have relocated for a new job and need a furnished home for their first few months while they find a long-term lease. Others are between homes, waiting for a handover or renovation to be completed. Then there are project teams visiting for a few weeks, or families and remote workers taking an extended winter break. What they all want is somewhere to live for a while, rather than somewhere to simply check in and out of. It is easy to see why operators want them. A long-stay booking provides steady income during quieter periods, something every operator values. Hotels and serviced apartments have catered to this market for years. What has changed is the sheer number of these guests and their expectations. Many no longer want a room and a reception desk. They want a home.

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ARE HOTELS AND HOLIDAY HOMES COMPETING FOR THE SAME LONG-STAY GUEST?

“A long-stay booking provides steady income during quieter periods, something every operator values. Hotels and serviced apartments have catered to this market for years.

Long stays also operate differently. Rates are calculated monthly, and nights are booked in one block, eliminating the constant pressure to fill rooms. The calendar fills with a handful of guests you get to know, rather than a constant turnover of strangers. The service they expect is closer to that of a good landlord than a front desk: someone who answers the phone when the air conditioning fails on a Friday night. For those weeks, the guest is effectively a resident and wants to be treated as one.

The good news is that a bigger market does not mean a fixed prize to fight over. Dubai welcomed 869,000 international visitors in August, its strongest month since February, and more visitors mean more potential long-stay guests for everyone. We will continue to attract those who want a home, while hotels will attract those who prefer a hotel experience. Ultimately, the guest, who now has more choice when booking a month-long stay in Dubai, benefits most.

Holiday homes are particularly well suited to one segment of this market. They appeal to guests who want space, a functional kitchen, separate rooms for family members or work, and a building where people actually live. Guests can book a home for three nights and extend their stay to three months without having to pack up and move. That flexibility, from a short stay to an extended one in the same property, is something a traditional hotel room cannot easily match.

Luis Santos is Co-Founder of First Class Property Management, which manages around 700 homes across Dubai, Abu Dhabi and Ras Al Khaimah and publishes the quarterly First Class UAE Short-Term Rental Index.

HOTELANDCATERING.COM | NOVEMBER 2026

H&C EVENTS

Gulfood Manufacturing 2026 closes with a focus on food security, innovation and global trade The three-day event brought together 2,500 exhibitors from 79 countries across four interconnected exhibitions, highlighting advances in food manufacturing, hospitality equipment, confectionery and private-label production.

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GULFOOD MANUFACTURING 2026

ubai World Trade Centre hosted the 12th edition of Gulfood Manufacturing from 3–5 November 2026, bringing together international manufacturers, technology providers, ingredient specialists and industry decision-makers to explore the future of food production, processing and supply chain resilience. Held under the theme Powering Food Security Through Manufacturing Innovation, the exhibition formed part of a larger industry platform alongside GulfHost, ISM Middle East and Private Label Middle East. Together, the four exhibitions occupied 21 halls, featuring 2,500 exhibitors from 79 countries, including first-time participation from Argentina, Mauritania, the Philippines, San Marino and Slovakia. The event was inaugurated by His Highness Sheikh Ahmed bin Saeed Al Maktoum, President of the Dubai Civil Aviation Authority, Chairman of Dubai Airports, and Chairman and Chief Executive of Emirates Airline and Group, who toured the exhibition floor and reviewed developments in food processing, packaging, ingredients, automation and advanced manufacturing technologies. The 2026 edition placed particular emphasis on food security, domestic production, sustainability and the technologies supporting more efficient manufacturing operations. International companies including ADM International, Bühler Group, Bunge, Cargill, dsm-firmenich, GEA, Givaudan, Kerry, Krones, MULTIVAC, Sidel, Symrise and Tetra Pak were among the exhibitors showcasing solutions across the food and beverage manufacturing sector.

Among the product developments presented, Bunge highlighted two innovations in specialty fats. Its CBT Gold product offered manufacturers an alternative to conventional chocolate formulations, with potential cost reductions of up to 70 per cent across selected applications. The company's FlexiBetter bakery solution was developed to replicate the properties of dairy butter while reducing associated carbon emissions by a reported 82 per cent. Ishida Middle East showcased its QX-500 tray sealer, designed to improve packaging efficiency with a smaller equipment footprint and lower energy consumption. SACMI demonstrated advances in beverage packaging, including high-speed cap production and automated quality inspection technologies. Beyond the exhibition floor, discussions focused on the investment, infrastructure and policy decisions influencing the future of regional food manufacturing. The Global Leaders Series roundtable, The Food Sovereignty Agenda: Capital and the Intelligent Factory, brought together former Unilever CEO Paul Polman, Volans Executive Chairman John Elkington and UC Berkeley Professor Ken Goldberg. Organised by Dubai Department of Economy and Tourism and inD Events, the discussion examined the relationship between long-term investment, artificial intelligence, robotics and domestic manufacturing capabilities, with particular attention to the Gulf's industrial development ambitions.

HOTELANDCATERING.COM | NOVEMBER 2026

H&C EVENTS The FoodTech Summit continued these discussions with sessions addressing the localisation of the UAE's food supply chain, supply chain resilience and the commercial implications of changing consumer preferences. Speakers and representatives from Emirates Growth Fund, Abu Dhabi Agriculture and Food Safety Authority, Tetra Pak, Bühler Group, Maersk, Mars, DHL Global Forwarding and DP World examined the importance of diversified sourcing, infrastructure investment and stronger domestic production capabilities. Consumer trends were also on the agenda, with representatives from Ferrero, Mondelēz International, Nestlé, Symrise and Talabat discussing demand for healthier snacks, functional ingredients, sustainable packaging and new product formulations. The wider exhibition platform connected these manufacturing developments with the hospitality, retail and foodservice sectors. GulfHost brought together equipment and technology suppliers including Ali Group, Henny Penny, Middleby, Bravilor Bonamat and UNOX, while Private Label Middle East featured suppliers serving the retail and own-brand manufacturing industries. Together, the four exhibitions demonstrated the increasingly connected nature of food production, distribution, hospitality operations and consumer demand. GulfHost 2026 puts commercial kitchen innovation and operational efficiency in focus Running alongside Gulfood Manufacturing, GulfHost 2026 brought the hospitality and foodservice sectors into focus, connecting hotel operators, restaurateurs, chefs, consultants and procurement professionals with international equipment manufacturers and technology providers. Held at Za'abeel Hall 6, the exhibition addressed some of the industry's most immediate operational challenges,

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including rising costs, labour requirements, energy consumption and the need for more efficient, adaptable commercial kitchens. The exhibition covered five principal sectors: Front of House, Back of House, Tableware & Furnishings, Café & Counter, and HoReCa Solutions. Together, these categories represented a broad range of products and services used across hotels, restaurants, cafés, catering businesses and other foodservice operations. Commercial cooking equipment, refrigeration systems, food preparation technology, professional coffee machines, warewashing solutions and hospitality software were among the products featured. For hospitality operators, the emphasis extended beyond purchasing new equipment to understanding how technology could improve productivity, reduce operating expenditure and support consistent service standards. A central theme was the growing role of intelligent kitchen technology. Connected equipment, automated cooking processes and digital monitoring systems demonstrated how foodservice operations could reduce manual intervention while improving precision and consistency. These developments were particularly relevant to multiproperty hotel groups, restaurant chains and catering operators managing high production volumes, where equipment reliability, staff training and standardised processes remain important considerations. The exhibition also highlighted the importance of evaluating equipment on its long-term operational value rather than its initial purchase price. Energy efficiency, water consumption, maintenance requirements and after-sales support were among the factors influencing investment decisions.

GULFOOD MANUFACTURING 2026

As hospitality businesses continued to balance cost pressures against service expectations, technology capable of reducing waste, improving workflow and supporting kitchen teams remained an important area of focus. Live demonstrations bring kitchen technology into action One of GulfHost's main attractions was its programme of live equipment showcases, giving visitors an opportunity to observe professional cooking systems in operation and engage directly with chefs and technical specialists. UNOX demonstrated its CHEFTOP-X, SPEED-X, EVEREO and Qbo Universal Processing System, highlighting applications ranging from precision cooking and rapid preparation to food preservation and processing. The demonstrations illustrated how intelligent cooking technologies could support commercial kitchens handling different production requirements while maintaining consistency across menus and service periods. RATIONAL's iCombi Pro was also featured in chef-led demonstrations covering roasting, steaming, grilling and baking. Chefs Jacob de Klerk and Amarnath Mylavarapu showcased the system's multifunctional capabilities, highlighting opportunities to streamline cooking processes and improve production efficiency. Middleby presented the Josper Charcoal Oven & Grill, with chefs Sergio Povedano and Bernat Rodriguez demonstrating charcoal cooking techniques across meat, seafood and vegetables. The sessions explored the balance between tra-

ditional cooking methods and modern professional kitchen requirements. Henny Penny showcased its PXE-100 Velocity Pressure Fryer, with Chef Ali Yazdi demonstrating pressure-frying techniques and their applications in commercial foodservice operations. Food and beverage preparation was another focus, with Hamilton Beach Commercial equipment featured through demonstrations involving professional blenders, food processors, juicers and drink mixers. These sessions explored practical applications for restaurants, cafés and beverage operations. The live programme provided visitors with an opportunity to assess equipment performance, discuss technical specifications and compare solutions against the operational needs of their businesses. Coffee, beverage technology and the guest experience Coffee and beverage innovation also featured at GulfHost 2026, reflecting the increasing attention paid to beverage quality, preparation consistency and operational efficiency across hospitality businesses. The exhibition brought together manufacturers and suppliers of espresso machines, grinders, brewing equipment and other café solutions, with demonstrations exploring the relationship between equipment performance and the finished product.

HOTELANDCATERING.COM | NOVEMBER 2026

H&C EVENTS

At the Ceado REV Flavour Lab, Head of Coffee Ravin Chapagain led comparative tastings using the REV Steel, REV Titan and REV Zero grinders. The sessions examined how grinding technology could influence espresso characteristics, including sweetness, acidity, body and clarity, even when the coffee and brewing recipe remained unchanged.

The Foodservice Consultants Society International (FCSI) Networking Lounge served as a dedicated meeting point for consultants, operators and industry partners to exchange ideas and discuss equipment specifications, kitchen planning, sourcing and project development.

Brewing Gadgets also presented a programme of coffee demonstrations and tastings featuring equipment from brands including Wendougee, XBloom, Gaggia, CAYE and Dr. Coffee.

These conversations reflected the importance of involving foodservice specialists in decisions concerning kitchen design, equipment integration and operational planning, particularly for businesses developing new venues or upgrading existing facilities.

Sessions led by Mariam Erin Pinza and Ajeyudu Pathuri explored flavour preferences, roasting techniques and brewing methods, highlighting the role of equipment and technical knowledge in delivering consistent beverage quality.

The exhibition also placed emphasis on supplier diversification and stronger regional sourcing networks. Access to international manufacturers and local distributors gave operators the opportunity to compare product availability, service support and procurement options.

For hotels, restaurants and cafés, these developments reflected the operational importance of coffee and beverage programmes, particularly as consumer expectations around speciality coffee and preparation standards continued to increase.

For businesses planning expansion, the ability to source reliable equipment that could be implemented consistently across multiple locations remained a key commercial consideration.

Industry collaboration and smarter procurement Beyond equipment demonstrations, GulfHost provided opportunities for hospitality professionals to engage with suppliers, consultants and industry peers on broader operational requirements.

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The co-location with Gulfood Manufacturing, ISM Middle East and Private Label Middle East further extended these opportunities, allowing hospitality and foodservice operators to explore developments across manufacturing, ingredients, packaging, retail products and supply chain technology within the same event platform.

GULFOOD MANUFACTURING 2026

GulfHost's 2026 edition demonstrated how equipment investment, operational efficiency and the guest experience are increasingly connected. From commercial kitchen automation and energy management to professional coffee preparation and foodservice consultancy, the exhibition provided a practical look at the technologies and supplier relationships influencing hospitality operations across the region. ISM Middle East 2026 attracts more than 14,000 trade visitors One of the four exhibitions, ISM Middle East, concluded its 2026 edition with 14,377 trade visitors and 280 exhibitors representing 37 countries. The three-day sweets and snacks exhibition connected international manufacturers with buyers from retail, wholesale, e-commerce, hospitality and distribution. Representatives from Carrefour, Noon, Emirates Flight Catering, Spinneys, Lulu Group International, Talabat, Dubai Duty Free and Amazon were among those in attendance. Consumer demand for healthier alternatives, new flavours and premium products featured prominently across the exhibition. Plant-based bakery, protein-enriched snacks, functional confectionery, sugar-free products and premium chocolate were among the categories attracting buyer interest.

Foods received Best Chocolate Product for its Grace Dark Chocolate, while Frezzyks won Best Hard and Soft Candy for Marshys Gourmet Marshmallows. PRESTIGE received Best Health and Functional Snack for its Ube Cream Wellness Sandwich Biscuits, Sinmas Australia was recognised in the baked products category, and Germany's Powermints received Best Packaging Design. The exhibition also provided a platform for manufacturers to establish new commercial relationships, with participating companies reporting interest from buyers across the GCC, Europe, Africa and the United States. ISM Middle East confirms 20th edition for September 2027 Following the conclusion of the 2026 exhibition, organisers confirmed that ISM Middle East would return to Dubai World Trade Centre from 14–16 September 2027 for its 20th edition. The milestone event will expand across six exhibition halls under the theme What will the world crave next?, with its September dates positioning the exhibition ahead of the final-quarter retail trading period. Plans for the 2027 edition include an expanded conference programme, industry discussions, innovation showcases, The Sweet Lab – Live, and additional buyer networking and matchmaking opportunities. The conclusion of the four exhibitions reinforced Dubai's role as a meeting point for the international food and beverage industry, bringing manufacturing innovation, professional foodservice, retail development and consumer trends together under one roof.

Manufacturers presented a range of developments, from protein cookies and millet-based wafer bars to vitaminenriched gummies and sugar-free mints. Other product highlights included freeze-dried confectionery, gourmet marshmallows, innovative chewing gum formats and savoury snacks made from roasted corn and legumes. Regional flavours also featured across the exhibition, with UAE-based LEE Chocolate showcasing its Dubai-inspired kunafa and pistachio chocolates alongside no-added-sugar products. International exhibitors demonstrated further developments in artisanal chocolate, private-label manufacturing and unconventional flavour combinations. The annual ISM Middle East Awards recognised product innovation across several categories. Artion Greek

HOTELANDCATERING.COM | NOVEMBER 2026

H&C IN THE SPOTLIGHT

MAKE IT A B.I.G. FESTIVE SEASON AT W ABU DHABI – YAS ISLAND

Make It a

B.I.G. Festive Season at W Abu Dhabi – Yas Island

From Christmas feasts and New Year’s Eve celebrations to late-night parties and wellness escapes, W Abu Dhabi – Yas Island has the festive season covered. The festive season is getting a little louder, livelier and more indulgent at W Abu Dhabi – Yas Island. Overlooking the iconic Yas Marina Circuit, the hotel is bringing together an exciting programme of dining experiences, celebrations and wellness offerings across its restaurants, bars and spa. Whether it's Christmas with the family, a glamorous New Year's Eve or simply an excuse to indulge, there's plenty happening throughout December and into January. Christmas, served with a twist At Garage Restaurant, Christmas Day calls for an extra-special edition of its signature B.I.G. Brunch. Taking place on 25 December, Santa's B.I.G. List combines traditional favourites, including roast turkey and prime ribeye, with seafood specialities, Japanese delicacies and an impressive collection of festive desserts. For something with a Mediterranean influence, Pappas Taverna is hosting a Christmas Eve dinner featuring Greek favourites with a seasonal twist. Expect traditional dips, chargrilled octopus,

slow-roasted turkey and lobster linguine, followed by a festive take on the classic Yule log with pistachio baklava. Meanwhile, Brooklyn Chop House is putting its signature New York-meets-Asia spin on Christmas Eve with a five-course menu. From handcrafted dumplings and hoisin turkey bao buns to Australian Wagyu and indulgent chocolate desserts, it's a festive celebration that takes a welcome detour from tradition. A New Year's Eve worth dressing up for When 31 December arrives, the celebrations move up a gear.

Garage Restaurant is hosting a New Year's Eve gala dinner featuring an international selection of premium seafood, meats and desserts. With views of the Yas Island fireworks and music continuing into the early hours, guests can welcome 2027 in style. At Pappas Taverna, the evening takes on a distinctly Greek flavour, with Mediterranean dishes designed for sharing, including seafood, lamb and signature surf and turf.

HOTELANDCATERING.COM | NOVEMBER 2026

H&C IN THE SPOTLIGHT Brooklyn Chop House brings the spirit of New York to Abu Dhabi with an East-meets-West menu featuring dumplings, seafood, slow-roasted Wagyu and a dramatic chocolate finale. For those who prefer a dance floor to a dinner table, Rush Sports Bar has both Christmas and New Year's Eve celebrations lined up. Live DJs, festive cocktails and late-night entertainment set the mood, while the best-dressed guest at its New Year's Eve countdown party will win a complimentary two-night stay at the hotel. A little time to recharge Not everything on the festive calendar involves another round of celebrations. AWAY Spa is offering a 30-day Wellness Holiday Reset from 10 December 2026 to 10 January 2027. The programme combines weekly spa treatments, Pilates classes and personal training sessions with unlimited access to the hotel's gym, swimming pool and wellness facilities. It's an opportunity to find some balance between the festivities and start the new year feeling refreshed.

CMY

With everything from Christmas dining and New Year's Eve parties to restorative wellness experiences, W Abu Dhabi – Yas Island is making a strong case for celebrating the season all in one place.

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THE ART OF FRAGRANCE

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HOTEL & CATERING NOVEMBER 2026 ISSUE