Dubai-born hospitality group performs well on Palm Jumeirah as its F&B strategy and sustainability work support guest satisfaction
Central Hotels & Resorts has recorded one of its strongest years, ending 2025 with an average occupancy of 84% across its hotels and achieving record Average Daily Rate (ADR), which led to solid revenue growth.
The group, which operates both beach and city properties such as C Central Resort The Palm, Royal Central Hotel The Palm and Canal Central Hotel Business Bay, said results were supported by high-demand periods including Ramadan, Eid al-Fitr, the summer staycation season and UAE National Day. These peaks were backed by targeted offers and a clearer commercial strategy.
“2025 was a defining year for Central Hotels & Resorts,” said Abdulla Ahmad Ali Al Abdulla Al Ansari, Chief Operating Officer and Group General Manager. “We sharpened the positioning of our beach and city properties and focused on revenue quality and guest loyalty. Guests are actively choosing Central for meaningful, experience-led stays in Dubai.”
Demand during Ramadan and Eid al-Fitr played a key role in performance, with occupancy above 90% during the last ten days of Ramadan and throughout the Eid week. These results came from strong staycation interest among UAE residents and travellers from the wider region. The summer and national holidays also delivered consistent business, helped by value-led packages and tactical promotions.
The group’s Palm Jumeirah resorts remained strong options for families, couples and groups seeking a “beach + dining + resort vibe” within Dubai. In the competitive Palm Jumeirah market, both C Central Resort The Palm and Royal Central Hotel The Palm maintained steady occupancy and rate growth. The year brought increased demand from Saudi Arabia, Kuwait and other GCC countries, along with rising interest from Europe and Central Asia, especially from guests seeking longer, resort-focused stays.
In 2025, Central Hotels & Resorts continued to shift from standardised service towards more personalised and experience-led hospitality. The group observed different expectations between its main guest segments: UAE residents looking for a change of scene, and international guests wanting simple, digitally supported stays.
Across rooms and front-of-house teams, Central improved pre-arrival communication, offered digital check-in and check-out, and introduced QR code hotel guides and dining menus to reduce waiting time and make information easier to access. It also expanded leisure and entertainment options including pool and beach activities and family programming, positioning its hotels as places to stay, dine and enjoy rather than only to sleep.
“Guests today want more than a room,” added Al Ansari. “UAE residents want a mini-escape that feels different from everyday Dubai life, while international visitors expect a smooth, technology-enabled journey. Our focus this year was to bridge those expectations for both segments.”
Food and beverage also played a central role in the group’s results. Dining contributed to both occupancy and revenue, signalling a shift from F&B as a support service to a core part of the guest experience. Themed evenings, curated meals and beachside dinners, especially at the Palm Jumeirah resorts, were well received. Reviews often highlighted the breakfast buffet and overall restaurant quality, reinforcing the group’s decision to invest in F&B offer and presentation.
Central Hotels & Resorts also advanced its sustainability programme. Through its “Reduce, Reuse, Recycle” approach, the group cut food waste by 12%, which reduced food costs by an estimated 5–7%. Digital menus and paperless check-in and check-out further reduced environmental impact while making guest processes more efficient.
Guest satisfaction linked to F&B and sustainability rose by an estimated 7–10%, with many repeat guests noting the group’s environmental efforts as a reason for returning.
