< Previous20 / HOTELIERMIDDLEEAST.COM / APRIL 2025 How the region’s top hotels select their housekeeping suppliers When it comes to delivering a superlative guest experience, the role of housekeeping extends far beyond making beds and fluffing pillows. Behind the scenes, executive housekeepers are making critical decisions about the products that keep their properties pristine – decisions that impact everything from sustainability targets to operational efficiency. Hotelier speaks to housekeeping leaders across top hotels to understand the thought process behind supplier selection, the growing importance of ethical sourcing, and what might prompt them to switch to new suppliers. Balancing quality, cost, and sustainability For JA Ocean View Hotel in JBR, sustainability and performance sit at the core of supplier selection. Executive housekeeper Ashok Poojari explains that eco-friendly products, biodegradable materials, and sustainable packaging take precedence. But that’s not the only factor at play – performance is just as crucial. We need products that clean effectively, disinfect thoroughly, and maintain hygiene standards without compromising on sustainability,” he says. Meanwhile for others, supplier evaluations are based on quality, reliability, cost-effectiveness, and alignment with Hilton brand standards. “The durability and performance of the products we choose play a crucial role in meeting operational demands while enhancing the guest experience,” shares Hilton Dubai Palm Jumeirah’s executive housekeeper Doruk Tuzcu. “A product may be cost-effective, but if it doesn’t meet our stringent quality checks, it won’t make the cut.” At Al Habtoor Polo Resort, housekeeping supplier selection is a meticulous process. Naizil Thobias, housekeeping manager, outlines the key considerations: “Product quality and effectiveness are our top priorities, ensuring high hygiene and safety standards without compromising guest experience. We also focus on supplier reliability, competitive pricing, and Suppliers Sourcing smart Ashok Poojari Doruk Tuzcu HOT_2404_20-21_CHEF SUPPLIERS_13555443.indd 20HOT_2404_20-21_CHEF SUPPLIERS_13555443.indd 2027/03/2025 16:4627/03/2025 16:46APRIL 2025 / HOTELIERMIDDLEEAST.COM / 21 sustainable solutions that align with our operational needs.” For Shangri-La Dubai, the team takes a structured approach, outlining the multiple factors that influence supplier selection. “Product quality is crucial as we want to provide our guests with the best possible experience, ensuring their comfort and satisfaction,” says executive housekeeper Paula Guedes. “We also weigh the price of the products to ensure we stay within budget while maintaining quality. Additionally, delivery lead time is an important factor, as we need to ensure that products arrive in a timely manner to avoid any disruptions in our operations.” Meanwhile for Taj Dubai, the supplier needs to align with Taj’s sustainability and luxury hospitality ethos. “Product quality is our foremost priority,” says Harsh Gaur. “We ensure that products meet superior quality standards, are durable, and deliver consistent performance. Additionally, suppliers must align with our Paathya initiative, prioritising eco- friendly products that are biodegradable and non-toxic.” Local vs. international The choice between local and international suppliers isn’t a straightforward one. While local suppliers offer advantages such as faster deliveries, lower shipping costs, and stronger community ties, international vendors often provide specialised products, global brand recognition, and cost efficiency for bulk imports. “Local suppliers may offer cost advantages due to reduced transportation and logistical expenses, but we carefully choose them to ensure consistency in quality and availability,” says JA Ocean View’s Poojari. At Hilton Dubai Palm Jumeirah, the approach is about balance. “We prioritise local suppliers whenever possible to support the community, reduce lead times, and minimise our carbon footprint,” notes Tuzcu. “However, for specialised or branded products, we work with international suppliers to maintain consistency and quality across Hilton properties.” For Taj Dubai, Gaur explains that the decision ultimately hinges on efficiency, availability, and guest expectations. “We prefer local suppliers because they ensure faster deliveries and lower shipping costs, but international brands provide consistency and innovation,” he says. “If a specific vendor or rate is approved by CMG, or if a required product is not available locally, we look beyond borders to maintain operational excellence.” At Shangri-La Dubai, Guedes highlights the importance of understanding product origin when sourcing housekeeping supplies. “It’s important to know where our products are sourced from, particularly in terms of sustainability and ethical practices,” she explains. “While we work with both local and international suppliers, we ensure that every product aligns with our brand’s commitment to responsible sourcing.” When do hotels switch suppliers? Even the most reliable suppliers aren’t guaranteed long-term partnerships. Hoteliers are constantly assessing supplier performance, and any decline in quality, service, or sustainability could prompt a switch. JA Ocean View’s Poojari shares: “The most fundamental reason to switch is if products consistently fail to meet required cleaning standards – whether it’s cleaning power, residue left behind, or overall performance.” For Hilton Dubai Palm Jumeirah, reasons for switching include product quality issues, pricing competitiveness, supply chain reliability, or lack of sustainable options. “We also seek innovative suppliers offering improved solutions, whether through technology-driven efficiencies or enhanced environmental impact reductions,” says Tuzcu. Others emphasise that reliability and supplier flexibility are key. “A dependable supplier is fundamental to our operations,” notes Guedes. “We need suppliers who can deliver promptly, accommodate product replacements when necessary, and consistently honour their commitments to quality.” Al Habtoor Polo Resort’s Thobias too echoes the sentiment that supplier flexibility and reliability are key. “We need suppliers who can deliver promptly, provide consistent stock availability, and meet our evolving operational needs. If a supplier struggles with any of these aspects, we explore better options,” he says. At Taj Dubai, Gaur explains that shifting suppliers is driven by innovation and value. “If a supplier fails to offer eco-friendly solutions, lacks compliance with global sustainability standards, or is unable to keep up with technological advancements in cleaning products, we will explore new options,” he notes. Housekeeping procurement As sustainability and guest expectations continue to evolve, hotels are increasingly looking for suppliers who offer next-generation solutions. The shift towards eco-friendly, cost-effective, and ethically sourced housekeeping products is shaping the future of procurement. For Taj Dubai, Gaur sees innovation and sustainability as the future. “Partnering with forward-thinking suppliers who offer biodegradable, non-toxic, and energy-efficient solutions will help hotels maintain their competitive edge,” he says. With the hospitality industry’s increasing focus on sustainability and ethical sourcing, green credentials have become a non-negotiable factor in supplier selection. “Sustainability and ethical sourcing are top priorities,” says Tuzcu from Hilton Dubai Palm Jumeirah. “We prefer suppliers who offer eco-friendly options, such as biodegradable amenities, recyclable packaging, and responsible manufacturing practices. Our commitment to Hilton’s ESG goals means we actively seek out partners who adhere to environmentally responsible production methods.” For Poojari at JA Ocean View, the shift towards eco-conscious housekeeping is undeniable. “Traditional cleaning products often contain harsh chemicals that pollute water sources and harm ecosystems,” he explains. “Sustainable alternatives use non-toxic, natural ingredients, which are safer for both housekeeping staff and guests. Governments and industry organisations are also implementing stricter regulations, so staying ahead of sustainability trends is essential.” Suppliers / Sourcing smart Naizil Thobias xxxxxxx HOT_2404_20-21_CHEF SUPPLIERS_13555443.indd 21HOT_2404_20-21_CHEF SUPPLIERS_13555443.indd 2127/03/2025 16:4627/03/2025 16:46Cover feature / Forging a new partnership 22 / HOTELIERMIDDLEEAST.COM / APRIL 2025 Forging a new partnership Rotana joins Global Hotel Alliance, adding 80 hotels to its portfolio Partner content HOT_2404_22-25_COVER FEATURE_13555447.indd 22HOT_2404_22-25_COVER FEATURE_13555447.indd 2227/03/2025 16:4927/03/2025 16:49Cover feature / Forging a new partnership APRIL 2025 / HOTELIERMIDDLEEAST.COM / 23 Recently celebrating its 20th anniversary, Global Hotel Alliance (GHA) brings together the world’s largest collection of independent hospitality brands, with 45 brands and 850 hotels in 100 countries. Its award-winning loyalty programme – GHA DISCOVERY – provides 30 million members recognition, D$ rewards and exclusive experiences across its hotels and partners. Now, Rotana Hotels and Resorts joins the fold, with the aim of expanding opportunities for its guests worldwide. This strategic move positions GHA among the top hospitality groups in the UAE, with an impressive portfolio of around 70 hotels off ering an unrivalled choice of upscale and luxury hotels to the 30 million members of its GHA DISCOVERY loyalty programme in this popular tourism destination. The Hotelier team sat down with Chris Hartley, CEO of Global Hotel Alliance, and Philip Barnes, CEO of Rotana, at the luxurious Saadiyat Rotana Resort & Villas in Abu Dhabi to explore the details of their exciting new partnership. With Rotana joining the alliance, GHA can off er its customers more choice in a region that’s becoming increasingly sought after. Hartley shares: “Welcoming Rotana to GHA is a signifi cant milestone, particularly in a region where the brand is the largest hotel operator. With Rotana commanding a growing presence across the Middle East, North Africa, Eastern Europe and Türkiye, this partnership cements GHA DISCOVERY’s position as a top loyalty programme both regionally and globally, giving our members access to an even greater selection of properties and destinations.” For Rotana, joining GHA not only expands its global reach and visibility – with GHA DISCOVERY generating US$2.7 billion in revenue and 11 million room nights in 2024 – but also for current Rotana Rewards members, which will become Rotana DISCOVERY on completion of the integration - it off ers an expanded range of loyalty benefi ts. “In addition to the commercial benefi ts, being engaged with other brands provides mutual support on how we can do business better in different parts of the world,” adds Barnes. Rotana was founded and grew up in the Middle East. As an Emirati brand, the region has always been its home. Joining GHA allows Rotana to open up to more source markets. Challenges for smaller, independent hotels It can be difficult for smaller brands to survive in a world of giant hotel groups. From limited brand awareness to fi nancial challenges and a lack of access to technology, there are several factors that could potentially hold independent hotel brands back. GHA was founded with the goal of helping independent hotel brands compete with the major global players, and become less dependent on high-cost third parties for distribution. The majority of the alliance’s 850 hotels are owner-operated, and the alliance gives them the tools, technology and marketing reach that are diffi cult to achieve alone. One example Hartley shares is that it’s getting harder for independent hotel brands to negotiate for reasonable commissions and fees on distribution costs with online travel agents. Being part of a collaborative organisation like GHA gives them the advantage of a shared customer base and reduced cost of sale. “We’re very much an organisation that was designed by hotel owners and they understand the pressures that come with operating independently,” explains Hartley. “There are still a lot of hotel assets that are owned by private individuals and families, who want to remain independent. They don’t see the value in being part of a big group with its strict brand guidelines – they prefer to have control over how they operate their own hotels.” “In addition, we are a collaborative organisation. We work together closely and have global meetings where leaders in each of the key areas of the business get together to share best practices. Every market works diff erently, so sharing ideas helps each brand understand the diff erent customers and dynamics, levaraging the collective expertise.” Adding to two decades of excellence The concept of an alliance has grown in popularity over the past two decades, as has the idea of loyalty programmes. Providing both, GHA has been growing steadily. The alliance made record- breaking achievements in 2024. In addition to US$2.7 billion revenue generated through its loyalty programme, it signed seven new brands and grew to 850 hotels in 100 countries. GHA also added new brands in markets like Malaysia, Sri Lanka, the UAE and Scandinavia. “These are typical examples of very popular regional travel destinations,” shares Hartley. “We very excited at this point to be announcing Rotana joining GHA. We will be close to 950 hotels with Rotana on board, and we hope to see the alliance Saadiyat Rotana Resort & Villas HOT_2404_22-25_COVER FEATURE_13555447.indd 23HOT_2404_22-25_COVER FEATURE_13555447.indd 2327/03/2025 16:4927/03/2025 16:49Cover feature / Forging a new partnership 24 / HOTELIERMIDDLEEAST.COM / APRIL 2025 surpass 1000 hotels soon.” The collection is built around unique regional luxury players that are very appealing to customers, but don’t have the extensive marketing resources as global players. For independent players in popular markets to attract international travellers, they need to be part of a global platform that provides that visibility for a wider pool of customers. From opening its fi rst property in Abu Dhabi in 1993 to now operating over 100 properties, Rotana has become one of the leading hotel management companies in the Middle East, Eastern Europe and Türkiye. Barnes says: “I think there are consumers that are looking to stay away from bigger hotel groups and opt for the smaller independent options that are more tailored to their destination. Being an Emirati brand is in our DNA, so we’re not going to fi t into a big brand box easily. Joining GHA allows us to play in the same sandbox while staying unique.” Being a regional brand with a strong history and an upscale and luxury positioning, Hartley expresses how Rotana refl ects the values of the alliance and fi ts well with the other brands. “I’d argue that compared to some of the big brand programmes, GHA is more diverse from a cultural and a regional point of view. If you look across the 45 brands in the collection, we’re off ering a very broad choice of upscale and luxury brands. Rotana fi ts really nicely into that, and also adds a signifi cant number of hotels to the alliance,” says Hartley. The benefi ts of multi-brand loyalty programmes When major hotel companies talk about their success at present, they talk about the growth of their portfolios, but also about the growth of their customer reward schemes. So why are hotels focussing more heavily on loyalty programmes, and what are the benefi ts? Growing in popularity, providing incentives for loyal customers is an important part of customer retention, and customer retention is an important part of what a brand stands for. “20 or 30 years ago, customers would be loyal to one brand, regardless of where they would go around the world. Now customers want to have more choice rather than simply staying with the same hotel over and over again,” says Hartley. This is what GHA has created, a loyalty programme that 45 upscale and luxury brands can share, off ering their customers more choice as they travel around the world. “Today, customers are looking for new experiences, and so what you see is loyalty programmes moving beyond a single-brand solution to become a multi-brand solution. We really feel like it’s the right moment for GHA. The popularity of loyalty programmes is growing, meaning there’s a lot of demand for what we’re doing,” explains Hartley. “Customers now want more choice than staying with the same brand over again” Saadiyat Rotana Resort & Villas Philip Barnes HOT_2404_22-25_COVER FEATURE_13555447.indd 24HOT_2404_22-25_COVER FEATURE_13555447.indd 2427/03/2025 16:5027/03/2025 16:50Cover feature / Forging a new partnership APRIL 2025 / HOTELIERMIDDLEEAST.COM / 25 “Customers have the choice of some amazing brands, whether it’s Kempinski, Pan Pacifi c, or a lifestyle brand like Nikki Beach or Anantara. We have regional brands like The Doyle Collection in Ireland, or Tivoli in Portugal. But wherever you go in the world, we like to make our GHA DISCOVERY loyalty programme richer to be able to off er customers something to choose from. By bringing Rotana in, we’ve added 80 hotels, adding more choice to customers travelling to the very popular Middle East region.” “In addition, our reward currency DISCOVERY Dollars (D$), allows customers to earn and redeem rewards across the alliance. This cash-back-style rewards programme is simple, transparent, and easy for both customers and hotels. Customers earn D$ based on their spending across the hotel – including room, dining, spa, golf, and other activities and services – which they can then use at any hotel within the alliance as a form of payment at one-to-one parity with the US dollar, making the programme versatile and its value transparent. For Rotana, Barnes explains how its loyalty programme has been comparatively small, due to being predominately a regional brand. Now joining GHA, existing members will join the GHA DISCOVERY programme, and with that, comes greater international benefi ts. GHA DISCOVERY members have access to special rates, exclusive privileges and the ability to receive money back to spend on future stays. From a customer perspective, they’re able to move within all brands in the alliance, gaining recognition and rewards. “It’s going to open doors for our members that weren’t open for them up until this point in time, in very diff erent ways. I think our members are going to be very excited when we roll it out to them and they get to see the new benefi ts,” says Barnes. Chris Hartley PARKROYAL COLLECTION, Pickering Nikki Beach Dubai The Kensington Hotel, The Doyle Collection Anantara Golden Triangle Elephant Camp and Resort HOT_2404_22-25_COVER FEATURE_13555447.indd 25HOT_2404_22-25_COVER FEATURE_13555447.indd 2527/03/2025 16:5027/03/2025 16:50Insights / Goodnight, sleep tight 26 / HOTELIERMIDDLEEAST.COM / APRIL 2025 Good- night, sleep tight SIRO One Za’abeel, Four Seasons Marrakech and Premier Inn Middle East share their methods for facilitating a good night’s sleep for guests By Emily D’Silva HOT_2404_26-29_SLEEP FEATURE_13557099.indd 26HOT_2404_26-29_SLEEP FEATURE_13557099.indd 2627/03/2025 16:5127/03/2025 16:51Insights / Goodnight, sleep tight APRIL 2025 / HOTELIERMIDDLEEAST.COM / 27 W ith all the exciting amenities, features and experiences hotels off er, let’s not forget the most basic thing overnight guests are looking for: a good night’s sleep. In this fast-paced world we live in, a good night’s sleep can be hard to come by. According to a 2019 Survey by Philips, around 62 percent of adults worldwide have reported they sleep ‘somewhat well’ or ‘not at all well’. Around 45 percent of adults said their sleep quality had gotten worse over the past fi ve years, and 80 percent said they wanted to improve their sleep. As we all know, sleep is imperative for both physical and mental health. From improving the immune system and metabolism, to decreasing risk of obesity and high-blood pressure, the benefi ts of proper sleep are signifi cant. Many factors contribute to a deep slumber, from the mattress and bed linen we use, to our evening routines before sleeping. Some of these things are down to the individual’s habits, while others are more to do with external factors. The hotel industry is in a unique position to tailor those external factors and provide the best environment for a great night’s sleep. Muayad Najemeddin, spa director at Four Seasons Resort Marrakech says: “From unfamiliar surroundings and diff erent time zones to late-night socialising and digital distractions, guests face numerous obstacles to achieving deep rest. A recent GCC-wide YouGov survey commissioned by Four Seasons reveals that many still struggle to achieve consistent, high- quality rest. Our culture embraces late-night gatherings, rich dining experiences, and high caff eine consumption – all factors that can interfere with sleep quality. As a wellness professional, I have seen guests check in to escape stress, only to leave, still fatigued due to poor sleep habits.” Every hotel has its own strategies for improving guests’ sleep and overall experience. Keep reading to discover how SIRO One Za’abeel, Four Seasons Hotel Marrakech and Premier Inn are improving sleep conditions for their guests. Designed for shut eye Understanding the importance of proper rest, Premier Inn Middle East recently conducted a sleep survey to better understand guest preferences at night. From sleeping positions, to sound and light, several factors were explored. To meet the evolving sleep preferences of its guests, Premier Inn Middle East launched its Next Evolution Style rooms at the Dubai International Airport hotel, with plans to expand the concept to Abu Dhabi Capital Centre later this year. SIRO One Za'abeel HOT_2404_26-29_SLEEP FEATURE_13557099.indd 27HOT_2404_26-29_SLEEP FEATURE_13557099.indd 2727/03/2025 16:5127/03/2025 16:51Insights / Goodnight, sleep tight 28 / HOTELIERMIDDLEEAST.COM / APRIL 2025 Inspired by guest preferences and the latest trends, Premier Inn’s new-style rooms are designed to offer the ultimate sleep experience. The Premier Inn Bed, crafted by Silentnight – the UK’s most trusted sleep brand – features breathable, cooling materials, Geltex® foam for comfort, and a 1,000- pocket zoned spring system that supports all sleep positions. Premium bedding and a choice of soft or fi rm pillows further enhance sleep quality. Simon Leigh, managing director of Premier Inn Middle East, said: “Sleep is at the core of everything we do at Premier Inn, and these survey insights have been invaluable in understanding how our guests prefer to rest. Our new style rooms, featuring the Premier Inn Bed by Silentnight, refl ect our commitment to delivering a great night of sleep, combining a refreshed design with the signature comfort Premier Inn is known for. We’re excited to roll out this innovative concept across our Middle East hotels, elevating the sleep experience for our guests.” Four Seasons also recently conducted a GCC-wide Yougov survey to explore core sleep patterns, challenges and opportunities to enhance guests’ wellbeing. One of the findings highlighted that 62 percent of GCC respondents cited a high-quality mattress and pillows as being the most important contributor for a good night’s sleep at a hotel. Knowing how everyone has their own individual preferences, Four Seasons off ers customisable mattress toppers for every guest, as well as high-thread-count sheets. A great deal of thought has gone into curating the perfect environment to maximise rest at SIRO One Za’abeel too. The rooms are designed with a minimalist design approach to reduce distractions and allow guests to focus on recovery and relaxation. Kerzner International’s SVP of SIRO and Rare Finds, Mattheos Georgiou says: “Beyond technology, SIRO’s rooms have been meticulously designed as sleep sanctuaries. King Koil Aero Plush Mattresses with thermoregulating properties, Egyptian cotton sheets, and a pillow menu featuring 11 options – including specialised recovery pillows – off er an unparalleled level of comfort. The design also incorporates insights from AC Milan’s sleep consultant to optimise recovery, support circadian rhythms, and help mitigate jet lag.” Tech for deeper sleep With increased awareness around the importance of quality sleep, tech tools like sleep-tracking wearables have grown in popularity. These tools are helping individuals to monitor their sleep patterns, and improve their habits to achieve better rest. Hotels are also taking advance of tech tools and customised apps to improve the guest experience, wellbeing and sleep quality. At SIRO One Za’abeel, sleep is one of the key pillars of the brand. The hotel takes personalisation to the next level with its app-driven approach, off ering automated room controls, tailored recovery rituals, and intelligent sleep-enhancing settings. For example, SIRO’s Ultra-Personalised Sleep Optimisation app curates the ideal sleep environment with automated blackout curtains, a natural wake-up alarm that simulates sunrise, and guided mindfulness meditation. Georgiou, says: “SIRO One Za’abeel is redefi ning sleep optimisation with a deeply personalised approach, integrating technology, expert insights, and thoughtful design to enhance restorative rest. Recovery-focused rituals and curated room controls ensure that each stay is not only restful but also an opportunity to build lasting sleep-enhancing habits.” “At SIRO One Za’abeel, every element of our rooms has been curated to enhance sleep and recovery. From seamless app integration that allows guests to personalise their sleep environment to expertly designed bedding that supports Muayad Najemeddin Four Seasons Resort Marrakech HOT_2404_26-29_SLEEP FEATURE_13557099.indd 28HOT_2404_26-29_SLEEP FEATURE_13557099.indd 2827/03/2025 16:5127/03/2025 16:51Insights / Goodnight, sleep tight APRIL 2025 / HOTELIERMIDDLEEAST.COM / 29 restorative rest, our approach is both science-backed and deeply immersive. We’ve created a space where guests can experience heightened sleep quality and take home practical tools to improve their well-being long after their stay,” adds Georgiou. A holistic approach While when thinking of a good night’s sleep and luxury hospitality, comfort from high-thread-count linen and personalised pillows are often emphasised, Four Seasons Resort Marrakech’s Najemeddin believes that true sleep wellness requires a more holistic approach. “In my years working in the wellness and hospitality industry, I have seen fi rsthand how even the most luxurious experiences do not have the optimal impact if guests do not achieve quality rest. Without deep, restorative sleep, the benefits of spa therapies, fi tness regimens, and mindful practices diminish,” says Najemeddin. He explains how this understanding shaped the hotel’s approach to wellness, leading the team to deeper exploration on how hotels can provide better sleep experiences. Najemeddin has encountered many guests who struggle to unwind – as a result, the team developed the Sleep Well Workshop. Designed to go beyond a traditional spa experience, the programme aims to address the root causes of sleep deprivation. It creates an environment where guests can learn, reset and embrace sleep rituals backed by science that they can continue practicing even after they leave the hotel. For example, early morning light is essentially ‘sun caff eine’ that helps to regulate the circadian rhythm. Meanwhile darkness triggers the production of melatonin. The Sleep Well Workshop harnesses this knowledge and provides circadian rhythm support to help guests embrace natural light exposure in the morning, whilst minimising exposure to artificial light at night.The workshop also educates guests on the impacts of their eating habits, and how ingredients and meal times can promote or hinder quality of sleep. Next, guests are guided through relaxation techniques like breathwork and meditation to slow down the mind before going to bed. Finally, aromatherapy with essential oils and curated sound therapy is used to create a sleep-conducive atmosphere. In Premier Inn’s recent Sleep Survey Insights, Natalie Pennicotte-Collier, global sleep expert and author of ‘Sleep Reset – The New Tools of Rest and Recovery’ explores this idea further. She says: “Sleep is predominantly a sensory experience, and sound can either sooth or stress it. While natural silence or gentle nature sounds can improve sleep quality, environmental noise can be disruptive. Fascinatingly, research has long shown that even while we sleep, our brains continue to ‘listen’, selectively reacting to meaningful sensory stimuli.” According to the survey, 83 percent of respondents favour complete silence, while 17 percent prefer background sounds. At Four Seasons Hotel Marrakech, Najemeddin shares how personlised consultations are helping guests identify their individual barriers to getting proper sleep. “The results have been remarkable. Guests report feeling more energised, experiencing deeper sleep, and leaving with tools they can implement in their daily lives,” says Najemeddin. “The hospitality industry must recognise that sleep is no longer just a personal responsibility – it is an integral part of the guest experience. As sleep health gains momentum in global wellness trends, hotels have an opportunity to lead the movement. The future of luxury travel will be defi ned by those who go beyond traditional relaxation and embrace comprehensive sleep wellness.” HOT_2404_26-29_SLEEP FEATURE_13557099.indd 29HOT_2404_26-29_SLEEP FEATURE_13557099.indd 2927/03/2025 16:5127/03/2025 16:51Next >