logo
Dubai's Jumeirah Group on track to double its portfolio by 2030, says CEO

Dubai's Jumeirah Group on track to double its portfolio by 2030, says CEO

Khaleej Times4 days ago

Dubai's hospitality giant Jumeirah Group is on track to double the size of its brand portfolio to 62 properties over the next five years, its chief executive said.
'Our ongoing ambition is to grow sustainably in key regional and international markets, and we are firmly on track to double the size of our brand portfolio by 2030. We are actively pursuing owner and operator agreements in major gateway cities and resort destinations, with a focus on Europe and the Americas,' said Thomas B. Meier.
The group has 31 properties — 15 in the UAE and 16 internationally — across 13 countries in the Middle East, Europe, Asia and Africa, with a team of over 11,000 employees.
At the end of 2024, Jumeirah marked its entry into Africa with the launch of Jumeirah Thanda Island in Tanzania and Jumeirah Thanda Safari in South Africa. In March 2025, it opened Jumeirah Marsa Al Arab.
It also announced three new properties in Dubai — Jumeirah Asora Bay, a hotel and residences in La Mer South, and Jumeirah Residences Emirates Towers in the heart of the city.
'We are also expanding in Europe with Jumeirah Le Richemond Geneva, where a full renovation is currently underway, adding to our presence in Spain, Italy, and the United Kingdom. In the Middle East, our footprint is growing with the upcoming opening of Jumeirah The Red Sea in Saudi Arabia on Shura Island, featuring signature concepts such as SAL, Kayto, and Talise Spa, with both indoor and outdoor treatment rooms,' said Meier.
The hospitality sector in the UAE and other major tourist hotspots saw strong growth due to the inflow of tourists due to 'revenge travel' in the post-pandemic period. Dubai received 18.72 million overnight visitors in 2024, an increase of over nine per cent, boosting occupancy levels across the emirate.
'Our focus is on luxury hospitality, but what I can say is that the UAE leadership has placed great emphasis on building Dubai as a tourism destination that welcomes a diversity of visitors,' added Meier.
He noted that staycations and international tourism complement each other and play an important role in driving the performance of the local hospitality sector.
'Iconic properties like Jumeirah Burj Al Arab continue to attract strong interest from international travellers, and we expect that to remain the case. At the same time, the local community — both citizens and residents — play an increasingly important role. With a growing population, staycations are contributing not only to our occupancy but also to the performance of our F&B business,' said Jumeirah Group's chief executive.
He said there is a 'growing demand for experiences that feel more personal, purposeful, and culturally connected.'
He added travellers are also increasingly seeking experiences that support both physical and mental wellbeing.

Orange background

Try Our AI Features

Explore what Daily8 AI can do for you:

Comments

No comments yet...

Related Articles

Best photos of June 7: Dragon boat race in Hong Kong to haka dance in New Zealand
Best photos of June 7: Dragon boat race in Hong Kong to haka dance in New Zealand

The National

timean hour ago

  • The National

Best photos of June 7: Dragon boat race in Hong Kong to haka dance in New Zealand

World Cut Steakhouse, Habtoor Palace Hotel, Dubai. On Thursday evening, head chef Diego Solis will be serving a high-end sounding four-course meal that features chestnut veloute with smoked duck breast, turkey roulade accompanied by winter vegetables and foie gras and pecan pie, cranberry compote and popcorn ice cream. Jones the Grocer, various locations across the UAE. Jones's take-home holiday menu delivers on the favourites: whole roast turkeys, an array of accompaniments (duck fat roast potatoes, sausages wrapped in beef bacon, honey-glazed parsnips and carrots) and more, as well as festive food platters, canapes and both apple and pumpkin pies. Ruth's Chris Steakhouse, The Address Hotel, Dubai. This New Orleans-style restaurant is keen to take the stress out of entertaining, so until December 25 you can order a full seasonal meal from its Takeaway Turkey Feast menu, which features turkey, homemade gravy and a selection of sides – think green beans with almond flakes, roasted Brussels sprouts, sweet potato casserole and bread stuffing – to pick up and eat at home. The Mattar Farm Kitchen, Dubai. From now until Christmas, Hattem Mattar and his team will be producing game- changing smoked turkeys that you can enjoy at home over the festive period. Nolu's, The Galleria Mall, Maryah Island Abu Dhabi. With much of the menu focused on a California inspired 'farm to table' approach (with Afghani influence), it only seems right that Nolu's will be serving their take on the Thanksgiving spread, with a brunch at the Downtown location from 12pm to 4pm on Friday.

Executive education: Accenture's Abir Habbal on preparing AI-savvy leaders
Executive education: Accenture's Abir Habbal on preparing AI-savvy leaders

Gulf Business

timean hour ago

  • Gulf Business

Executive education: Accenture's Abir Habbal on preparing AI-savvy leaders

Image: Supplied The AI revolution isn't coming — it's already here. But for most business leaders, bridging the gap between AI hype and actionable strategy remains a challenge. Enter the Generative AI Scholars Programme, a joint initiative by Accenture and Stanford University, now being rolled out across the Middle East. In this interview, Abir Habbal, Data and AI Strategy & Consulting lead at Accenture in the Middle East, explains what makes this programme more than just another executive course. From bite-sized modules grounded in Stanford's academic legacy to real-world applications tailored for the region's ambitious digital visions, this programme is designed to turn C-suite curiosity into capability. Habbal also shares why the UAE and Saudi Arabia are ideal launchpads, highlights the top misconceptions around AI adoption, and offers a glimpse into the real business impact already emerging from this new generation of AI-savvy leaders. In your view, what role can executive education like this play in accelerating the region's digital transformation — and what's still needed to close the gap between ambition and impact? Executive education programmes are instrumental in accelerating the Middle East's AI transformation by comprehensively equipping leaders for the AI era. They are crucial for building AI-literate leadership, empowering decision-makers across the GCC to not only understand AI's potential but also to strategically apply it within their organisations. This involves a fundamental shift in mindset: moving from viewing AI purely as an IT function to recognsing it as a catalyst for business model transformation and sustainable growth. By fostering AI fluency, these programmes bridge the communication gap between the c-suite and technical teams, enabling more productive dialogues and streamlined decision-making, which is vital for the region's ambitious national AI strategies. However, to fully close the gap between this ambition and tangible impact, several critical elements are still needed. Beyond leadership, there must be a broader investment in role-based AI training across all levels of the workforce, ensuring everyone understands how AI integrates into their daily tasks and contributes to organisational goals. Furthermore, the emphasis on responsible AI must be woven into the fabric of every initiative, with clear governance models addressing data privacy, bias, and transparency from inception, as this builds crucial trust for widespread adoption. Ultimately, sustained success hinges on a commitment to scaling what works, fostering a culture of continuous learning and experimentation, and aligning AI innovation directly with national economic diversification and digital transformation priorities across the region. There's growing awareness of AI across industries — but a notable gap when it comes to implementation. What are the most common misconceptions or barriers you see among business leaders trying to adopt AI? Despite high awareness, a significant gap exists between AI understanding and real-world implementation among business leaders. Accenture's research highlights that while 84 per cent of c-suite executives believe they must leverage AI to achieve their growth objectives, only 15 per cent feel their organization is truly ready to scale it. The most common misconceptions and barriers include: Uncertainty about where to start: The rapidly evolving AI landscape makes it challenging to differentiate hype from achievable business value. Lack of leadership alignment: If c-suite leaders (CIO, CFO, CHRO) don't operate from a shared understanding, AI initiatives often stall at the pilot stage. Organisational unreadiness: Many businesses lack the foundational data infrastructure, skilled talent, or robust governance frameworks needed for responsible AI scaling. As Accenture's research indicates, 70-80 per cent of AI initiatives never move beyond the pilot phase, and while many focus on technical capabilities, successful AI implementation is predominantly a people and process challenge. Misconception of AI as purely an IT initiative: Leaders often fail to see AI as a core strategic imperative for growth, innovation, and competitiveness, viewing it simply as a technological tool rather than a catalyst for business model transformation. Risk avoidance over responsible risk-taking: Concerns around ethics, trust, and governance, while valid, can lead to a paralysis of innovation if not balanced with a strategy of embracing innovation with built-in guardrails and responsible AI practices from day one. Lack of clarity on ROI: A significant barrier is establishing ROI on identified opportunities and making a business case for scaling initiatives, which are often perceived as more challenging than technical limitations Can you walk us through what makes this programme distinct from other executive education offerings — particularly in how it blends Stanford's academic insights with real-world application? The programme includes easily digestible, bite-sized modules, industry spotlights, case studies, and reflection activities, ensuring participants not only grasp complex concepts like technical fundamentals, foundation models, and prompt engineering but also develop the generative AI strategy and technology know-how for real-world application. This approach aims to spark reinvention agendas that can profoundly transform businesses, enabling leaders to drive innovation and navigate the digital economy effectively. Why was the Middle East chosen as the next region for the rollout of this programme, and how has the regional business landscape influenced its evolution or delivery? The Middle East, specifically Saudi Arabia and the UAE have emerged as prime focus for the rollout of programmes like the Generative AI Scholars Program due to the country visions and their unparalleled ambition and strategic commitment to becoming global leaders in AI. This region is not merely adopting AI; it's actively leading its development and integration into national visions. Both nations are making substantial financial commitments to AI infrastructure, research centers, and digital ecosystems. This includes significant government-backed AI R&D funds, free zones offering incentives for AI businesses, and partnerships with global cloud technology organisations. The region is not just investing in technology but also in building a modern digital core, which Accenture sees as essential for continuous reinvention and for organisations to rapidly seize every opportunity presented by AI. Recognisng that technology adoption requires human capital, these nations are heavily investing in developing AI fluency across their workforces, from top leadership to technical teams. We are working with MCIT Saudi Arabia in an Accenture artificial intelligence training programme organised by the Accenture LearnVantage Academy. These programmes directly address human capital requirements by equipping senior officials and business leaders with the mindset and skills needed to lead with AI responsibly. As the programme moves from theory to action, what kind of real-world business outcomes are participants expected to achieve? Can you share any early examples from previous rollouts globally? The expected real-world business outcomes are centered on driving measurable value and competitive advantage. Accenture identifies these outcomes as broader and more strategic than just cost savings. Participants are expected to achieve: Enhanced decision-making: AI tools help leadership teams make faster, more informed decisions, leading to improved strategic agility. Increased employee productivity and empowerment: By leveraging AI, leaders can free up time for their teams to focus on high-impact work rather than being buried in manual analysis or reporting. This contributes to a positive human-AI relationship, which Accenture believes is a key priority for leaders. Tangible business impact: Strategies informed by AI insights are expected to translate into winning new business, improving customer satisfaction, and accelerating the launch of initiatives. Accenture's AI Achievers report indicates that 63 per cent of high-performing companies say they've already achieved measurable ROI from their AI investments within three years. Accelerated organistional agility: AI helps organisations react faster to market changes, or spot opportunities we would've missed before, fostering a state of continuous reinvention. Business model transformation: Rather than just incremental gains, organizations are expected to achieve step-change improvements in revenue, efficiency, and customer experience by integrating AI effectively, as leaders rethink how digital systems are designed, how people work, and how they create products and interact with customers. Innovation at scale: The programme aims to unlock creativity and accelerate progress, sector by sector, by empowering people to reimagine what's possible with AI.

Sharjah expands power grid, replaces overhead electric cables in some rural areas
Sharjah expands power grid, replaces overhead electric cables in some rural areas

Khaleej Times

time2 hours ago

  • Khaleej Times

Sharjah expands power grid, replaces overhead electric cables in some rural areas

Sharjah's power grid has undergone a major expansion across the central region — energising more than 15 key locations in a move aimed at boosting reliability and meeting the growing electricity needs of emerging residential and economic zones. The project by Sharjah Electricity, Water and Gas Authority (SEWA) saw the installation of over 81.7km of high- and low-voltage cables, covering areas such as Al Dhaid, Madam, Maliha, and Al Bataeh. It forms part of SEWA's plan to modernise infrastructure in non-coastal areas and improve efficiency by reducing power loss across the network. The works are part of a larger shift to provide more dependable and high-capacity electricity services outside city centres. 'We are witnessing steady development in the central region, and our role is to ensure the power network grows with it. This isn't a temporary fix. It's a long-term investment to serve the community and support future expansion,' Eng. Khalifa Mohammed Al Tunaiji, Director of SEWA's Central Region, told Khaleej Times. SEWA also connected more than 45 residential, agricultural, industrial, and government projects to the upgraded grid. Among the major developments that received power are Sharjah Safari, the Wheat Farm, Al Dhaid University, Al Jubail Market, the Wildlife Museum, and several schools and mosques. Stay up to date with the latest news. Follow KT on WhatsApp Channels. As part of the upgrade, SEWA began replacing overhead lines with underground cable systems — a step typically limited to urban infrastructure. Al Tunaiji said the underground shift will enhance safety, improve network stability, and help protect the grid during adverse weather conditions. 'This is about providing equal service to all areas of Sharjah — urban or rural,' he added. The central region, once considered peripheral, has seen a steady rise in development with new housing projects, agricultural ventures, and public facilities. SEWA's infrastructure expansion is aligned with Sharjah's broader vision for sustainable and inclusive growth across the emirate. Looking ahead, SEWA plans to install more distribution substations and complete the removal of all remaining overhead lines in the central region by 2026, Al Tunaiji confirmed. 'We're committed to building a grid that's ready for the future — reliable, efficient, and accessible to everyone,' he said. SEWA's latest rollout reflects a growing national focus on infrastructure equity and energy security as the UAE continues to expand services into emerging regions and satellite towns.

DOWNLOAD THE APP

Get Started Now: Download the App

Ready to dive into the world of global news and events? Download our app today from your preferred app store and start exploring.
app-storeplay-store