In the 24th edition of the HM Industry Leaders Forum, HM invited leading hoteliers, tourism professionals and suppliers across Asia Pacific and the world to give their insights into the hotel landscape and their outlook for the year ahead.
Here, Accor Chief Executive Officer, Premium, Midscale & Economy, MEA APAC, Duncan O’Rourke reveals how the group plans to navigate the next chapter of strategic growth and resilience across MEA APAC in 2026.
Looking towards 2026, the path ahead for our MEA APAC Premium, Midscale, and Economy segments couldn’t be clearer. We’re talking about relentless strategic growth and unwavering resilience. This region isn’t just another part of our portfolio; it’s the powerhouse, representing 30% of Accor’s entire Global PME network. Frankly, it’s absolutely pivotal to our worldwide ambition, and I can tell you, what we’re building here in MEA APAC is nothing short of extraordinary.
The past year has been a real testament to the dynamic spirit across these diverse markets. Time and again, Accor has shown how we set the gold standard for operational excellence and brand leadership. That momentum? It’s what fundamentally equips our partners and owners with a definitive competitive edge. Our current footprint in MEA APAC is truly impressive: 1,089 hotels and 220,000 keys across 40+ countries. That’s a serious presence.
We’ve been incredibly deliberate in how we’ve positioned ourselves: a full third of our MEA APAC network is Premium, and in MEA itself, that figure soars to 50% Premium. The Middle East remains a global tourism beacon — just look at the UAE’s strong performance and the incredible adaptability we’ve seen in markets like Saudi Arabia, Egypt, and South Africa, all delivering significant RevPAR lifts.
Down in the Pacific, Australia and New Zealand aren’t just resilient; they’re markets where Accor utterly dominates, whether it’s luxury, our collection brands, extended stay, or airport hotels. Across broader APAC, we’ve skilfully navigated stabilisation, pushing occupancy hard through smart investment in Japan, Korea, and Singapore.
The surge in global aviation is a genuine game-changer, channelling demand directly into our key hubs. This calls for a powerful dual strategy: absolute rate integrity in the GCC, paired with astute revenue management and personalised value across APAC. Make no mistake, our market position isn’t just advancing; we are actively seizing greater share in every key growth area.
Development across this region is simply exploding. Our MEA APAC pipeline alone accounts for nearly 40% of our Global PME pipeline — that’s 317 planned hotels. Saudi Arabia represents a generational opportunity, unlike anything we’ve seen. Africa, especially Egypt, is charting record growth.
In APAC, I see investors aggressively pursuing value-add and conversion projects. Our Pacific development strategically aligns perfectly with evolving guest preferences, clearly evident in the surge of branded residences and our expansion in Aerocities. And the signing of the 1,538-key Mövenpick Manila, set to be our largest globally? That’s a bold declaration of our ambition. Our scale is undeniable.
Guest behaviours are also shifting dramatically, and we’re right there with them. Major events are now potent demand drivers for unique experiences, culinary journeys, wellness escapes, and sports tourism. Extended stays, authentic experiences and sustainability-led decisions aren’t just fleeting trends; they are core drivers, areas where Accor inherently excels. We’re also actively leading the charge in leveraging AI for trip planning, we’re not just watching; we’re fundamentally shaping the future of distribution and guest engagement.
Ultimately, I believe hospitality is a people business, driven by the profound impact we have. With over 100,000 Heartists across this region, our people-first approach isn’t just a slogan; it’s central to Accor’s very purpose. As we step into 2026, my focus is unwavering: absolute operational excellence, responsible growth, and delivering unparalleled value for our owners through the collective might of our brands, our people, and our powerful ecosystem. We’re ready.
This article first appeared in HM Magazine’s February 2026 edition. Read it here