As a seasoned business leader with extensive experience in driving growth and innovation across various sectors, Haitham Mattar is known for his leadership roles in the travel and tourism industry, particularly his work at the helm of global organizations in the Middle East and beyond. We caught up with him at the newly opened voco Beirut, an IHG property, to learn about IHG’s growth strategy, its focus on sustainability, digital transformation and brand expansion.
How would you describe business performance at IHG during Q1?
We had a great last quarter, and that strong momentum carried into the first quarter, driving sustained business growth and stability. Furthermore, January and February delivered excellent results, primarily fueled by thriving business activities in Saudi Arabia, the UAE, Egypt and Albania. Thus, strengthening overall performance. Additionally, after the war, business gradually returned to Lebanon and neighboring countries like Jordan. Consequently, this significantly contributed to regional economic recovery and market expansion. Occupancies and average rates impressively grew by 20 percent, directly enhancing overall financial returns. It also reinforced profitability across multiple key markets in the region.
What are the latest developments within the group, and how do they align with regional demand?
We recently launched Ruby, a high-tech brand that provides seamless digital experiences, further expanding our portfolio of 20 brands across multiple markets. Moreover, Ruby is already well-established in Germany, demonstrating its successful integration and growing influence within the region’s competitive hospitality industry. We also introduced Gardener, a budget-friendly conversion brand that enables independent hotels to seamlessly integrate with an international operator, enhancing their market competitiveness. Additionally, we signed key properties, including Regent in Mecca, Regent Residences in Dubai and a new Holiday Inn in Jeddah.
How is IHG integrating sustainability into its operations?
One of our key tools is “Green Engage,” which offers 200 actions for general managers to effectively reduce energy consumption and carbon emissions. In 2024, we successfully saved 30 million kilowatts of energy, equivalent to powering 40 houses in the U.S. for one year. Moreover, we mandate water-efficient showerheads and utilize AI-driven tools to minimize food waste, with one Dubai hotel saving 65,000 meals. These impactful initiatives directly support our 10-year sustainability strategy called “Journey to Tomorrow,” reinforcing our long-term commitment to environmental responsibility and sustainable operations.
What differentiates IHG from its competitors?
Our long-standing legacy in the region remains a key differentiator, highlighting our deep-rooted presence and commitment to continuous market growth. Notably, we were the first to enter Lebanon in 1961, Saudi Arabia in 1975, and Dubai in 1975, shaping industry standards. Moreover, our diverse brand portfolio, spanning from budget to ultra-luxury, strengthens our competitive edge and broadens our customer reach effectively. Additionally, our strong company culture fosters long-term employee commitment, with many dedicated team members proudly serving for more than 20 years.
What roles do AI and digital transformation play in enhancing the guest experience?
We have heavily invested in AI to enhance booking efficiency, personalization and customer engagement, ensuring a seamless and intuitive guest experience. Moreover, our system continuously learns guest preferences, including preferred room types and locations, allowing for a more streamlined and customized booking process. Additionally, our IHG Rewards app enables immediate point redemption for various services, providing guests with greater flexibility and instant rewards during their stays. Furthermore, AI-driven recommendations significantly enhance the overall guest journey, delivering tailored experiences that anticipate needs and improve satisfaction.
What is the biggest challenge facing hospitality leaders today and how do you approach it?
Talent attraction and retention remain significant challenges, requiring continuous efforts to engage and inspire professionals within the evolving hospitality industry landscape. Moreover, the younger generation shows less inclination toward hospitality careers Therefore, the need to innovative strategies to attract and retain passionate and service-oriented individuals. However, the hospitality industry thrives on passion, dedicated service and recognition-based motivation. Thus, making it essential to cultivate a supportive and rewarding work environment. Therefore, our approach focuses on fostering a strong company culture while consistently recognizing employees’ contributions. Consequently, ensuring long-term commitment and professional growth opportunities.
What global hospitality trends are impacting regional growth and demand?
Luxury demand is steadily increasing, with 10–12 percent of our 2024 signings in this segment. This reflects a shift in consumer preferences toward premium experiences. Moreover, guests now seek meaningful experiences beyond hotel stays, including gastronomy, cultural immersion and sustainability. Furthermore, 80 percent of InterContinental guests are willing to pay 30 percent more for hotels prioritizing sustainability. Thus, highlighting eco-conscious hospitality’s growing importance.
What can you tell us about your book?
“Pots, Pans, and Five-Year Plans: My Journey from Dishwasher to CEO,” is about resilience, perseverance and hard work. It tells my journey from starting as a dishwasher in an Atlanta hotel to becoming a CEO, highlighting the challenges and lessons I learned along the way. Furthermore, I launched it in Dubai, and it includes beautiful pictures that capture key moments of my career. Moreover, the goal is to inspire the next generation, showing that with ambition, determination and resilience, anyone can achieve success. In addition, is also an audiobook in the works, ensuring the message reaches as many people as possible.
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