Chema Basterrechea is the global president and chief operations officer of Radisson Hotel Group, where he drives operations and profitability across more than 1,550 hotels in 100 countries.

With over three decades of experience in hospitality leadership, he has led turnarounds, M&A integrations, and new market strategies that boosted performance and brand growth.

After a recent trip to Dubai, he sat down with Gulf Business to explain how Radisson balances global strategy with regional agility, expands its GCC footprint, supports Saudi Arabia’s Vision 2030, and advances sustainability and talent development across the region.

You oversee Radisson Hotel Group’s global operations, including a portfolio of more than 1,550 hotels worldwide. Can you share the key priorities you focus on in this role, and how you balance global strategy with regional execution?

At Radisson Hotel Group, our global strategy is rooted in delivering exceptional value to our guests and strong returns to our hotel owners. We focus on operational efficiency, total revenue optimisation, and digital innovation to drive performance across our portfolio. By balancing global scale with regional agility, we ensure every property is empowered to meet local market needs while benefiting from our brand strength and centralised support. Our commitment to sustainable growth and owner-centric partnerships continues to shape a resilient, future-ready hospitality ecosystem.

You’ve recently been in Dubai — what were the main objectives of this visit? What did you take away from your meetings here in terms of opportunities for the brand and its partners?

Dubai continues to be a strategic hub for Radisson Hotel Group, especially as we expand our footprint across the Middle East, Africa, and Southeast Asia Pacific. My visit had three key objectives: conducting our annual Talent Review Meetings to map leadership potential and define career growth plans; reviewing the performance of our regional portfolio and aligning on next year’s targets; and connecting with our Area Teams while visiting newly opened hotels. What stood out was the energy and ambition of our teams on the ground, and the immense opportunity to scale our brand presence through strong owner partnerships, operational excellence, and tailored regional strategies. The momentum in these markets is undeniable, and we’re committed to unlocking even greater value for our guests and stakeholders.

The GCC continues to be a fast-growing region for hospitality. How would you describe its strategic importance for Radisson compared to other high-growth areas like Asia or Africa?

The GCC is one of our most strategic growth regions. We already have over 100 hotels operating or under development across the Middle East, including one of the largest international pipelines in Saudi Arabia. This makes the region both a core growth engine and a showcase market for us.

Governments are prioritising tourism as part of their diversification agendas, creating conditions for hospitality to grow faster here than almost anywhere else. While Asia and Africa offer strong long-term opportunities, the GCC stands out for its scale, ambition, and speed of investment.

For Radisson Hotel Group, this is the ideal market to expand our brands, launch flagship properties, and pilot innovative guest experiences in partnership with visionary owners.

With the opening of Radisson Blu Riyadh Al Sahafa and over 50 hotels in operation or development across Saudi Arabia, how do you see the Kingdom’s hospitality landscape evolving? What role do you see Radisson playing in Vision 2030’s tourism goals?

Saudi Arabia is undergoing a once-in-a-generation transformation. Vision 2030’s target of welcoming 150 million visitors annually is opening new opportunities in leisure, business, culture, and entertainment.

We are proud to be at the heart of this journey, with one of the largest international pipelines in the Kingdom. Our portfolio spans Radisson Collection, Radisson Blu, Radisson RED, and Park Inn by Radisson—ensuring we meet the needs of both domestic and international travellers.

Our role is clear: deliver hotels in primary cities, secondary hubs, and giga-project destinations that support the Kingdom’s ambition to diversify tourism and create long-term value for local communities and partners.

The GCC has a unique mix of owner profiles, regulatory frameworks, and guest expectations. How does Radisson adapt its operating model to meet these local dynamics while maintaining global brand consistency?

Agility is key. We combine global systems and brand standards with tailored solutions for local markets. Every owner in the region has unique investment goals—whether it’s a luxury resort or a midscale business hotel—so we adapt our operating model to deliver on those objectives while maintaining consistent Radisson quality worldwide.

At the same time, we customise guest experiences to reflect the region’s culture and expectations, from F&B concepts and wellness programmes to design choices. This balance allows us to stay true to our global identity while creating hotels that feel authentic and relevant to the GCC.

Radisson has set ambitious sustainability goals, including achieving net zero by 2050. How are you implementing these initiatives in the GCC, where climate and infrastructure challenges are different from other regions?

Sustainability is one of our key initiatives in our five-year plan, and the GCC is central to our “Move to Zero” journey. We’ve committed to cutting our carbon footprint by 46% by 2030 and achieving full net zero by 2050, with targets validated by the Science Based Targets initiative.

In the Middle East, we’ve already implemented innovative projects, such as the thermodynamic solar system at Radisson Blu Hotel, Dubai Deira Creek, which combines solar panels with a heat pump to generate hot water and reduce reliance on traditional energy. We’re also rolling out EV charging, eliminating single-use plastics through on-site bottling plants, and ensuring new builds meet certifications like LEED, BREEAM, and EDGE.

The region faces unique challenges—high cooling demand and water scarcity—but also offers enormous opportunities through government investment in renewables. Our role is to make sustainable travel accessible, ensuring our hotels contribute positively to the environment and the region’s long-term vision.

With rapid expansion comes the challenge of building and retaining a strong workforce. What strategies are you using to develop local talent and ensure service standards keep pace with growth in the region?

We’ve committed to achieving 42% Saudi employment across our hotels by 2028, and we’re building the structures to make that happen. One of our key programmes is ABJAD, which helps Saudi nationals move from supervisory roles to management within 18 months. We’ve also launched the “Concierge Navigation to Success” programme to enhance the skills of Saudi concierge professionals, giving them the tools and resources they need for career advancement.

We’ve also introduced Radisson Academy micro-certifications to provide continuous learning and industry-recognised credentials. And we’re placing strong emphasis on female leadership development—I’m proud that 16% of our managerial roles in the Kingdom are now held by women, and we’re working hard to grow that number.

You led turnarounds and integrations at NH Hotel Group before RHG. What lessons from those M&A and restructuring experiences are you applying in the GCC today — in areas like owner alignment, brand portfolio discipline, and speed of execution?

One of the most powerful lessons from my time integrating companies with different cultures was the importance of embracing cultural diversity within a transforming organisation. In any integration or turnaround, you’re not just aligning systems and strategies—you’re harmonising mindsets, values, and ways of working. In the GCC, we’re applying those learnings by fostering a culture that blends global best practices with local agility. We focus on clear brand portfolio discipline to avoid overlapping and ensure each brand delivers distinct value. Speed of execution is critical, but it must be paired with owner alignment—ensuring our partners are fully engaged and see tangible returns. By extracting the best from each legacy and building a unified, performance-driven culture, we’re creating a stronger, more resilient company that’s fit for the future.

RHG has just rolled out a global payment-orchestration platform with CellPoint Digital. How will that change the guest journey and owner P&L in GCC markets—from local payment preferences and fraud control to authorisation rates and chargebacks?

In the GCC, flexibility and regional payment preferences are critical. Our platform integrates a wide range of trusted local methods alongside global options, so guests can pay in the way that feels most natural—whether that’s credit cards, digital wallets, or emerging fintech solutions—making the journey seamless and secure.

For owners, the benefits are just as strong: higher authorisation rates, stronger fraud protection, and fewer chargebacks translate directly into better profitability. Centralised reporting and settlement across multiple hotels also provide far greater visibility and control over cash flow.

In a region where travel demand is surging and digital adoption is accelerating, this platform allows us to deliver smoother, safer guest transactions while driving tangible financial value for our partners.

Operationally, RHG has centralised Standard Operating Procedures (SOPs) and connected hundreds of hotels on Hotelkit. What tangible outcomes are you seeing in the Middle East—for example, faster onboarding, cross-property tasking, preventive maintenance compliance—and what’s next in your ops-tech stack?

From a communication perspective, Hotelkit has centralised internal messaging and the sharing of Standard Operating Procedures (SOPs), overcoming language barriers with multilingual support and video-based instructions. This ensures consistent brand standards across all Radisson brands. Operationally, RHG has centralised SOPs and connected hundreds of hotels on Hotelkit. This has led to tangible outcomes in the Middle East, such as faster onboarding, cross-property tasking, and preventive maintenance compliance.

In parallel we’re introducing AI in different workstreams:

• Personalised Guest Experiences: AI is being used to personalise the guest experience from check-in to check-out, embedded in our Radisson+ initiative. It acts as a concierge, assisting guests with information about hotel amenities, dining recommendations, and local attractions.

• Operational Efficiency: AI-driven tools are improving operational efficiency in hotels. These tools are used for inventory management, forecasting, and managing stock levels for items like linens and toiletries. AI algorithms also optimise housekeeping routes and schedules, ensuring rooms are cleaned and prepared with maximum efficiency.

• Customer Service and Interaction: AI chatbots on hotel websites and social media platforms provide instant responses to guest queries, improving the booking experience.

• AI-Driven Analytics: AI-driven analytics are being integrated into the ops-tech stack for preventive maintenance. This will help predict and address maintenance issues before they become significant problems, ensuring smoother operations and better guest experiences.

Established within the Emirates’ dynamic landscape and helmed by Kabir Mulchandani, chairman and chief executive of FIVE Holdings, FIVE has grown into a global leader in environmental, social, and governance (ESG) excellence, earning an ISS ‘A’ rating, the highest worldwide, and surpassing industry leaders such as Apple, Microsoft, Tesla, Hilton and Marriott.

FIVE sets a global precedent as the only hospitality group powered entirely by green energy across its properties in Dubai, Ibiza and Zurich. In Dubai, FIVE has avoided over 46,000 tonnes of CO2 emissions since 2022 through its I-REC partnership with DEWA. Additionally, SENSORIA in JBR is unveiling the world’s largest and first ONYX Solar facade, spanning 2,800sqm, further advancing sustainable innovation. Additionally, FIVE Palm Jumeirah and FIVE Jumeirah Village hold the Gold Stamp from Dubai Sustainable Tourism, representing the top 1 per cent of Dubai hotels.

Read more-FIVE Holdings secures $460m facility to drive global expansion

According to the 2024 Cornell Hotel Sustainability Benchmark Index, FIVE achieves a carbon footprint five times more efficient than the average Dubai five-star resort. Since 2020, FIVE has reduced its carbon intensity by 65 per cent. The Pacha Group, acquired by FIVE, has reduced its carbon emissions by 34 per cent in 2024, with Pacha Ibiza cutting emissions per entry by 31 per cent and Pacha Hotel reducing emissions by 39 per cent in 2024.

FIVE outperforms industry standards with water efficiency three times better than the average Dubai five-star resort, as verified by the 2024 Cornell Hotel Sustainability Benchmark Index. In Dubai, the group recycled over 47 million litres of water in 2024, with FIVE LUXE set to recycle over 25 million litres in 2025 as its newest addition.

Recognised by the Emirates Environmental Group as the #1 recycler in the UAE, FIVE was awarded the number one glass recycler in the 2023 EEG OROC Campaign, out of over 2,300 participants, and has achieved a 44 per cent waste reduction since 2020. In 2024, FIVE reduced general waste by 22 per cent compared to 2023 and recycled over 590 tonnes of waste and has planted over 120 native trees in UAE bee reserves.

FIVE fosters equitable wealth distribution by including 270 employees as shareholders, ensuring shared success across all levels of the organisation. Through FIVE’s long-term incentive plan (LTIP), valued at $91.6m, eligible employees – from entry-level to leadership – are invited to participate in a discretionary programme designed to recognise performance and foster long-term value creation.

FIVE’s green portfolio, valued at Dhs13bn, is a cornerstone of Dubai’s net zero future. Through a $350m Green Bond, FIVE acquired The Pacha Group, scaling its global sustainable entertainment ecosystem and driving sustainable development through innovative investments.

FIVE offers 1,571 environmentally sustainable LEED Platinum hotel rooms, five times more than the entire US’ 295 (LEEDv4+). Pacha Hotel is the first and only hotel in Ibiza to earn LEED Platinum, with Destino Five Ibiza and Pacha Ibiza on track to achieve LEED Gold or higher. Furthermore, FIVE Zurich was Switzerland’s first LEED Platinum hotel, while FIVE LUXE in Dubai holds the world’s highest score for five-star hotels under LEED v4 BD+C.

CG Developers, the real estate arm of multinational conglomerate CG Corp Global, has officially launched the first JW Marriott Residences in Dubai. The milestone event featured the formal signing, the unveiling of JW Marriott Residences at Dubai Islands, Central, and the reveal of CG Developers’ new global brand identity.

Founded in Nepal in 1935, the Chaudhary family built CG Corp Global into Nepal’s first and only multi-billion-dollar multinational conglomerate, with a 100-year legacy spanning four generations. CG Developers Global, established in 1995, has delivered over 2 million square feet of developments worldwide, with sales exceeding $1bn. Having established a strong presence in the Middle East for more than two decades, the group is now expanding its development footprint with a new benchmark in ultra-luxury living.

Its hospitality arm, CG Hospitality Global, operates and manages a diversified portfolio of over 209 hotels and resorts across 130 destinations in 12 countries, with nearly 15,000 keys. Several properties are operational or under development across Dubai, the Maldives, Sri Lanka, India, Nepal, New York, and Kenya.

The JW Marriott Residences at Dubai Islands, Central will feature 115 exclusive ocean-view residences, including one-, two-, and three-bedroom homes. Designed as a landmark on the islands, the project embodies wellness-driven island living with a rooftop pool overlooking the Arabian Gulf, spa rooms, a fitness center, lounges, a JW Market Café, and bespoke concierge services. Completion is expected by early 2028.

“Our upcoming development on the Dubai Islands is a milestone we are truly excited about, as it reflects and aligns with the vision of Dubai. Each step has been about raising standards and pushing boundaries, and this new project is another testament to our commitment,” said Rahul Chaudhary, managing director, CG Corp Global & CG Developers Global.

CG Corp Global’s collaboration with Marriott extends beyond Dubai. It includes converting The Farm at San Benito in the Philippines into the first Autograph Collection property in the country, and partnering on Series by Marriott, Marriott’s new global collection brand, which will include Fern Hotels (a CG Hospitality brand). Fern Hotels currently operates 87 hotels, with 57 more signed across India, and aims to reach 500 by 2030.

Sandeep Walia, COO – Middle East & Luxury – Europe, Middle East & Africa at Marriott International, added: “Dubai remains one of the most dynamic residential markets globally, and we are proud to expand our relationship with CG Hospitality to bring our first JW Marriott Residences to the city. JW Marriott Residences at Dubai Islands, Central will enhance luxury living in Dubai by offering owners thoughtfully designed living spaces that foster mindfulness and elevate everyday living.”

Dubai Islands is emerging as one of the emirate’s most sought-after destinations, supported by new infrastructure, scenic waterfronts, and alignment with the Dubai 2040 Urban Master Plan. The JW Marriott Residences will not only redefine premium waterfront living but also create long-term value for investors.

In a major step to enhance public sector efficiency, Sheikh Hamdan bin Mohammed bin Rashid Al Maktoum, Crown Prince of Dubai, Deputy Prime Minister, Minister of Defence, and Chairman of The Executive Council of Dubai, has issued Executive Council Resolution No. (67) of 2025, introducing a Workforce Productivity Measurement System across government entities.

Read more-Dubai’s government entities 4-day workweek: What we know so far

The resolution mandates a phased implementation of the system, with timelines and scope determined by the Dubai Government Human Resources Department (DGHR). The first phase will assess workforce productivity using recognised performance metrics, comparing service outputs against workforce size, total salaries, working hours, and other relevant data, a WAM report said.

Insights gathered during this phase will drive the development of efficiency-enhancing initiatives. The final phase will focus on evaluating the overall effectiveness of the system. A comprehensive procedural guide will outline the steps and responsibilities for each phase of the rollout.

Roles and responsibilities defined

The General Secretariat of The Executive Council has been tasked with classifying and updating government services, coordinating with entities like the Department of Finance, Dubai Digital Authority, and DGHR. It will also validate performance indicators and provide technical support throughout implementation.

Meanwhile, DGHR will manage and supervise the system, including the preparation and updating of procedural guidelines, development of productivity indicators, and collaboration with financial authorities to align budgets with performance outcomes. DGHR will also assess compliance, monitor results, and submit reports to the General Secretariat.

Digital tools and data integration

The Dubai Digital Authority will play a critical role in providing technical support for the system’s digital platform, including data analysis tools and database integration, key elements in ensuring real-time tracking and transparency.

All government departments are required to adhere to the procedural guide, submit regular productivity data, and act on recommendations aimed at improving efficiency and financial performance. The Director-General of DGHR will issue implementing decisions in coordination with relevant authorities.

This Resolution takes effect upon publication in the Official Gazette and nullifies any prior conflicting provisions.

The cybersecurity industry is facing a seismic shift with the emergence of PromptLock, the world’s first adaptive AI-powered virus. Built on open-source models, PromptLock can reconfigure itself each time it runs, making it virtually impossible to detect through traditional antivirus methods. It targets critical system files across Windows, macOS, and Linux, encrypting them for ransom while behaving differently on every machine. For small and mid-sized businesses in particular, this raises profound questions about resilience, cost, and strategy.

In an exclusive interview with Gulf Business, Qrator Labs’ CTO Andrey Leskin unpacks how AI is reshaping the malware landscape, why legacy defences are no longer enough, and what practical steps enterprises and SMEs alike must take to stay ahead of the threat.

Signature-based detection is obsolete

Traditional cybersecurity relies heavily on signatures — static patterns embedded in executables that allow antivirus engines to flag malicious software. PromptLock’s adaptive design undermines this approach.

“Traditional signature-based detection relies on static patterns in executables — for example, looking for embedded cryptographic modules or techniques used to hide resident processes,” said Leskin. “AI-driven malware like PromptLock undermines this model because the malicious code is not hardcoded in the binary. Instead, it is generated dynamically at runtime by the AI model.”

This dynamism makes detection nearly impossible. Even when antivirus engines can identify AI components, their ubiquity in everyday applications blurs the line between legitimate and malicious use. “The real difference lies in the prompts fed to the model — but unpacking or analyzing them is an extremely complex task,” Leskin explained. As a result, behaviour-based and intent-focused detection is emerging as the only sustainable path forward.

AI-driven DDoS: indistinguishable from real users

Another alarming dimension is how AI enables large-scale Distributed Denial of Service (DDoS) attacks. Traditionally, botnets flood systems with uniform traffic, which defenders can filter out. AI now makes it possible for bots to emulate human-like browsing at scale.

“When generating prompts targeting a specific website — for example, an online shop — attackers can instruct one bot to search for groceries, another to browse for home care products, and so on,” said Leskin. “Because AI is inherently non-deterministic, every request looks slightly different, emulating genuine user behaviour at scale.”

The implications are stark. Web application firewalls and anti-DDoS systems that depend on signatures or CAPTCHAs cannot distinguish this traffic. “Modern AI can now solve such challenges with ease,” Leskin warned.

For defenders, the traditional reliance on network telemetry has lost much of its utility. Encrypted sessions look legitimate, making it nearly impossible to flag anomalies at the packet level. Leskin argues the solution lies in profiling authentic user behaviour.

“Behavioural baselining becomes the only effective countermeasure: profiling how genuine users interact with the site, identifying normal patterns, and flagging deviations,” he said. By focusing on whether activity aligns with meaningful goals, rather than raw traffic volume, enterprises can filter out AI-driven bots that otherwise appear indistinguishable from real customers.

While large enterprises may afford advanced defences, smaller businesses remain especially vulnerable. Leskin points out that antivirus-heavy strategies are no longer viable on their own. “The priority for SMEs is to strengthen the fundamentals. Four measures stand out: strong access control, user-action monitoring, anti-phishing measures, and reliable backups,” he said.

Backups are non-negotiable: “Even if malware succeeds in encrypting files and databases, recovery is still possible, turning a crisis into a temporary setback.”

PromptLock’s ability to compromise multiple operating systems highlights a deeper challenge for endpoint protection. The best strategy, according to Leskin, is strict application control.

“The most effective safeguard for organisations would be to strictly control what software can be installed and executed on endpoints,” he said. Only approved applications from corporate repositories should be allowed. BYOD cultures, where employees use personal laptops and smartphones, make this approach difficult. “Enterprises able to issue and manage all equipment — including corporate phones with enforced policies — should do so. Where this is not feasible, endpoint protection becomes effectively non-existent.”

Surprisingly, Leskin believes large cloud and CDN providers face minimal risk from AI-powered DDoS attacks. “Large cloud and CDN providers are resilient enough and unlikely to be taken down,” he said. “In fact, for them such events may even drive short-term revenue.”

The real burden falls on their customers, who may quickly hit capacity limits or face soaring bills. Smaller ISPs and CDN operators, meanwhile, are more exposed. “They will need to seek cybersecurity partnerships, expand capacity, or risk losing customers through deplatforming when attacks spill over,” Leskin cautioned.

Information-sharing: awareness, not solutions

While cyber threat intelligence (CTI) sharing is often touted as a solution, Leskin notes its limitations. “Information-sharing helps organisations at least become aware of emerging threats and attack vectors, which is valuable in itself. But coordinated threat intelligence has clear limits: practical defence strategies rarely transfer well between organisations with different infrastructures, products, and policies,” he said. For now, CTI serves mainly as early warning, not a direct line to ready-made solutions.

With PromptLock built on open-source AI, questions inevitably arise about regulation and governance. Leskin is skeptical that bans or restrictions will work.

“Attempts to restrict open-source models are unlikely to succeed. History shows it is nearly impossible to stop people from exchanging code, especially when some are willing to break the law to do so,” he said. “In practice, the Pandora’s box is already open and must be treated as such.”

Instead, the focus must shift to resilience: encouraging information-sharing, publishing defensive guidelines, and fostering cross-industry collaboration. “It is too late to rely on bans; the more effective path is to strengthen defences,” Leskin concluded.

The new normal

PromptLock may be just the first of many AI-powered malware strains. Its polymorphic, adaptive design forces organisations to accept that antivirus-based security is no longer adequate. For businesses, the priority is now behavioural defences, resilient backups, strict access control, and pragmatic endpoint policies.

For SMEs, that may feel like a steep climb — but as Leskin makes clear, it is the only way forward in a world where malicious AI is already rewriting the rules of cyber risk.