During the International Hotel Investment Forum (IHIF) in May 2023, Sleeper’s Deputy Editor sat down with leaders in hospitality to discuss projects, performance and pipeline.

Following her appointment as CEO for Sofitel, MGallery & Emblems at Accor in January 2023, Maud Bailly opens up about the group’s expansion plans and sustainability efforts.

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How would you sum up the current state of the hospitality sector?

Business is clearly back and faster than we expected, with very strong rates globally. Hotels are packed as a result of changing customer behaviours; bleisure for example has meant that Sunday evenings are now busy now. We have also observed new trends like multi-generational travel, where guests are looking for larger spaces, suites and villas, but with the same level of service as the rest of the hotel. There is a need for intimacy and exclusivity too. Globally, the appetite for hospitality and travel is extremely high.

Talk us through the portfolio and pipeline for Sofitel, MGallery and Emblems…

Our Sofitel Legend portfolio is a mix of city and destination hotels, all within historical buildings with plenty of heritage – the latest being Sofitel Legend in Panama City. We pay a lot of attention to building a curated and consistent network, because we believe that consistency is the secret to protecting brand quality. We have six Sofitel Legend properties in the pipeline and under discussion, and we will be demanding with ourselves to ensure the network remains consistent.

With Sofitel meanwhile, we have 118 across Europe, the Middle East and Asia Pacific, as well as South and North America. There is currently 30 more in the pipeline, and we’d like to expand our presence in the US. We are mostly thinking about destinations and cities, rather than countries, tapping into the cultural anchorage of each location.

MGallery is a network of boutique hotels, 150 keys maximum with a homely style. Every property is different and the common thread throughout is their unique stories. Our latest opening in Sydney, The Porter House, used to be a tannery so the interiors are decorated with leather, while in France, our MGallery in Troyes is located within a former police station so the design pays homage to its history. The second dimension of MGallery is intimacy, with guests looking for a more emotional experience. And the third dimension, which is close to my heart, is giving back. At DongFengYun Hotel Mi’Le – MGallery in Jingdezhen for instance, known as the capital of porcelain, the shapes of the buildings are a tribute to the destination, as we tried to tell a story of the local heritage. The pipeline for MGallery is also healthy, with 52 to come including sites in Tel Aviv and Nairobi.

Finally, Emblems is a new brand with more flexibility and uniqueness around the destination. The collection is divided into three categories: Heritage, for historic buildings; Signature, for masterpieces of architecture; and Retreat, with a deep connection to nature and wellness connected with sustainability. Our aim is to develop 60 Emblems in the next 10 years, being selective and consistent. So far we have signed four properties and have leads globally, some of which are eco-regenerative buildings.

How important is sustainability to Accor as an organisation?

Our industry is perceived as predatory; we are takers and not givers. But under Sébastien Bazin’s leadership, we have launched a CSR roadmap that will allow us to be ahead of the curve and walk the talk on sustainability, not just to look good but to prove that the hospitality of tomorrow has to be sustainable. We are also launching an eco-certification for all of our brands, because in the future, if we want to compete, we need to be eco-certified. Let’s not wait for the regulation and the laws, let’s anticipate. We have a duty to lead the way and can make a difference. My bet is that guests will choose us because of this expertise.