Leadership conversations in global hospitality are increasingly shifting from scale to substance — from brand expansion alone to questions of people, purpose and long-term responsibility.
By Devika Jeet
Sébastien Bazin shared his future vision for hospitality, stressing that the industry must go beyond mere brand expansion and focus on people, purpose and responsible growth.
A decade of transformation
Accor Group Chairman and CEO Sébastien Bazin’s journey over the past twelve years has been one of bold expansion and reinvention. From a European-centric portfolio of 12 brands, Accor today stands tall with 48 brands across 110 countries, nearly 40 per cent of which fall under luxury and lifestyle.
“We believed early on that the future lay in experiences, in personalisation, in moving away from commodity products, and it is working.”
Meaningful engagement over scale
The company’s strategy, Bazin explained, is not driven by scale alone, but by depth and meaning. A prime example is the revival of Orient Express — a century-old brand reborn as a modern symbol of ultra-luxury.
“In luxury, most start with a product and evolve into an experience. We are doing the reverse, starting from experience and creating products around it,” he explained.
From opulent trains to yachts and hotels, the brand aims to redefine how the world’s most discerning travellers experience movement.
Trusting local leadership
One of Bazin’s most consistent perspectives is his emphasis on people and localisation. When asked about tailoring hospitality to different regions, he was unequivocal.
“Wherever you go, the locals know better. We have Indian leadership in India, Egyptian leadership in Egypt. It is about trust, understanding culture, geopolitics, and legislation. That is what builds great hotels.”
Responsibility beyond performance
Accor today hires 120,000 people every year — 50,000 for new openings and another 70,000 to replace turnover across its 350,000-strong global workforce. In several countries, including Saudi Arabia, this growth brings a deeper responsibility.
“When we open a hotel, we must show them our hand.”
Bazin stressed that hospitality’s role goes beyond margins and performance.
“Our purpose is pioneering the art of responsible hospitality, connecting cultures with heartfelt care,” he shared, emphasising that there is nothing about margin or performance, but about responsibility towards the industry.
Hospitality’s social obligation
Bazin also acknowledged the paradox of hospitality’s growth — while new hotels drive opportunity, they also draw on scarce local resources such as water and power. For India, he believes this responsibility-led approach resonates strongly.
“Our job is to bring guests in,” Bazin said, adding, “But also to create opportunities for people who did not have a chance to go to university or have access to formal training.”
He called on the industry to view employment as a shared duty.
“Within nine years, 800 million young people globally could be without work. Hotels must step in through education, training, and jobs to give them dignity and purpose.”
Collaboration for sustainable growth
Bazin urged global hotel groups to work together to advance sustainability efforts and share knowledge, resources and solutions.
“The only honest approach is to sit with local communities and ask — what can we give back? Whether through education or the local economy, our contribution must balance consumption.”
