If you’ve ever wandered through the welcoming lobbies of a Sofitel or sipped coffee in a Novotel lounge with city views stretching endlessly beyond the glass, chances are you’ve already encountered the legacy of Accor. But at the Arabian Travel Market 2025 in Dubai, the French hospitality giant wasn’t just showcasing what it has achieved—it was making bold promises about what’s next.

Amid the energy and elegance of the ATM’s second day, our Vice President and Senior Editor, Mr. Apratim Ghoshal, had the opportunity to speak with Duncan O’Rourke, CEO of Accor’s Premium, Midscale & Economy (PME) brands across the Middle East, Africa, Asia Pacific (MEA & APAC). With an engaging presence and a no-nonsense vision, Duncan offered a window into how Accor is navigating the ever-evolving world of global travel and hospitality.

The Pulse of Arabian Travel Market 2025: “Very Busy, Very Important”

“ATM is very successful this year,” Duncan said, glancing around the bustling Dubai World Trade Centre. “We’ve put in a lot of time and effort because it’s important to be here.”

That wasn’t an overstatement. Accor’s booth was buzzing—more than just a space to shake hands and hand out brochures, it was a demonstration of the group’s ambition and presence in the region. As one of the biggest hospitality players in the world, Accor uses events like ATM not just to network, but to signal its momentum.

Duncan confirmed the group was on the brink of signing two major deals at the show—details were under wraps, but his excitement was palpable. “We’re very excited,” he said with a smile, “and you’ll be the first to know once they’re official.”

Embracing Sustainability with Conviction

Beyond expansion, one of the most compelling elements of our conversation was Accor’s unwavering commitment to sustainability. “Being French, being European, our benchmarks are high,” Duncan explained. “But we see it not as a disadvantage—it’s an advantage.”

Accor has taken meaningful steps toward more sustainable hospitality operations. From eliminating single-use plastics to managing food waste and calculating carbon footprints, the group is systematically transforming how hotels interact with the planet.

Every Accor property, he said, is now eco-certified. But the vision goes beyond the environment—it’s deeply human. “We’re also proud to lead on social inclusion,” Duncan added. “52% of our senior management roles are now held by women. We were the first to hire a local female general manager in Saudi Arabia.”

That blend of environmental and social responsibility forms the foundation of Accor’s mission: “Pioneering the art of responsible hospitality, connecting cultures with heartfelt care.” It’s not just a slogan—it’s a call to action that’s shaping real change across continents.

A Portfolio with 49 Brands—and No Favorites

Accor’s size is staggering: 49 brands under its umbrella. From lifestyle and luxury to the essential economy segment, the group’s portfolio is as diverse as the global traveler.

When asked if any particular segment was more of a focus, Duncan didn’t hesitate. “None is more important than the other,” he said firmly. “Each plays a role.”

He broke down the three main categories:

1. Lifestyle – These are the trendsetting boutique hotels, rooted in gastronomy, music, and social experiences. Accor’s lifestyle segment has surged in popularity and is now a global leader.
2. Luxury – Think Fairmont, Raffles, Sofitel, MGallery. Each brand has its own CEO, operating independently with a focus on curated, elevated guest experiences.
3. PME (Premium, Midscale, Economy) – This includes familiar names like Novotel, Mövenpick, ibis, and Pullman. These properties are about comfort, accessibility, and consistency, and they represent a significant portion of Accor’s footprint.

From the classic elegance of Raffles to the modern minimalism of ibis, Accor is reinforcing every segment simultaneously. “We are proudly bringing back traditional brands, while growing our lifestyle and luxury offerings as well,” Duncan emphasized.

Global Expansion with Purpose

So where is Accor headed in the coming years? According to Duncan, the focus is twofold: protect current leadership positions and grow with purpose.

Accor is the top operator in Europe, the Middle East, Africa, Asia Pacific, and South America. The only markets where it’s not #1 are North America and China—regions dominated by local giants. But that hasn’t deterred the group.

“We just came off a strong Q1,” Duncan said, sharing a net unit growth of 4.9% over the past year. “We’re growing in a very transparent, efficient way.”

Key growth regions? The Middle East, Africa, and Asia.

Saudi Arabia: Not a New Frontier—An Evolving One

Of all the markets Accor is expanding into, one stands out: Saudi Arabia. But Duncan is quick to point out that for Accor, Saudi isn’t some new gold rush—it’s been a cornerstone of their strategy for decades.

“We’ve been in Saudi Arabia for 30 years,” he said. “We already operate 40 hotels, and we plan to double that in the next five to seven years.”

Saudi Arabia’s Vision 2030, which aims to diversify the Kingdom’s economy through tourism and infrastructure development, is aligning perfectly with Accor’s global strategy. The group is actively collaborating with the Saudi government and recently signed another cooperation agreement.

“It’s an extremely important market for our growth,” Duncan said. “And we’re proud to be playing a part in its transformation.”

A Company with Heart

As our conversation drew to a close, I couldn’t help but reflect on how rare it is to see a global corporation approach growth with such a genuine sense of responsibility. Duncan O’Rourke isn’t just overseeing a hotel empire—he’s guiding a hospitality philosophy.

Accor’s focus isn’t limited to keys and contracts. It’s about creating spaces that are environmentally respectful, culturally connected, and socially inclusive. In a world that often chases short-term gains, Accor is investing in the long haul—one sustainable stay, one inclusive hire, and one heartfelt guest experience at a time.

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