{"id":481597,"date":"2025-06-17T00:16:01","date_gmt":"2025-06-17T00:16:01","guid":{"rendered":"https:\/\/www.financialafrik.com\/en\/2025\/06\/17\/accor-in-africa-ambitions-loyalty-and-development\/"},"modified":"2025-06-17T00:16:09","modified_gmt":"2025-06-17T00:16:09","slug":"accor-in-africa-ambitions-loyalty-and-development","status":"publish","type":"post","link":"https:\/\/www.financialafrik.com\/en\/2025\/06\/17\/accor-in-africa-ambitions-loyalty-and-development\/","title":{"rendered":"Accor in Africa: Ambitions, Loyalty, and Development"},"content":{"rendered":"
<\/div>

At the helm of Accor’s operations in a rapidly expanding region, Daniel Karbownik, Vice President of Operations for Sub-Saharan Africa, rigorously and visionarily leads the development of an ambitious hotel portfolio across the continent.<\/p>\n

In this interview, he shares his insights on the dynamics shaping the sector, decrypts the specifics of the African market, and outlines the growth prospects of the hospitality industry in a territory that has become strategic for the Accor group.<\/p>\n

Accor’s Current Presence in C\u00f4te d’Ivoire:
\nDaniel Karbownik: Today, C\u00f4te d’Ivoire is one of our most strategic markets in Sub-Saharan Africa. The country currently has nine Accor-managed hotels, making it one of the territories where we are most represented in the region.<\/p>\n

In Abidjan, we operate eight establishments across various segments:<\/p>\n

– Sofitel Abidjan H\u00f4tel Ivoire, a flagship of our luxury portfolio;
\n– Pullman Abidjan;
\n– Novotel Abidjan Plateau;
\n– The two latest openings: Novotel Abidjan Marcory and Adagio Abidjan Marcory, positioned on the urban development axis;
\n– Two recently rebranded and renovated Ibis Styles offering new design and experiences, located in Marcory and Plateau respectively;
\n– And finally, M\u00f6venpick Abidjan, positioned in the upscale segment.<\/p>\n

Additionally, we are preparing to open a new establishment on the East coast, in Assinie: a M\u00f6venpick, currently operated under the name Palm Resort as a white-label, awaiting its official repositioning.<\/p>\n

Why has Abidjan become a regional development pillar for Accor?
\nAbidjan naturally emerges as a growth hub for Accor in Sub-Saharan Africa. The group is already the leading hotel operator on the continent, and it is logical that our development intensifies in the most dynamic economic capitals.<\/p>\n

Several factors explain this concentration:<\/p>\n

– A major geostrategic position in West Africa;
\n– Political and economic stability conducive to long-term hotel investment;
\n– A domestic and regional market in full expansion, driven by the growth of the middle class and infrastructure development;
\n– A strong events and MICE (Meetings, Incentives, Conferences, and Exhibitions) activity, with numerous international conventions;
\n– And a growing influx of business travelers, whose high-end hospitality needs are constant.<\/p>\n

Historically, Abidjan has been a pioneer in the establishment of upscale hotels. The H\u00f4tel Ivoire, now operated under the Sofitel brand, is a perfect example. It symbolizes both the group’s heritage and its ability to innovate to meet the evolving expectations of local and international clientele.<\/p>\n

This enduring presence is also facilitated by the involvement of local authorities, especially the Ministry of Tourism led by Mr. Siandou Fofana, whose dynamism and vision through the Sublime C\u00f4te d’Ivoire project create a conducive environment for tourism development. A business-friendly framework that allows actors like the Accor Group to grow with peace of mind and invest in the long term.<\/p>\n

Accor is increasingly developing local initiatives and public-private partnerships around art or professional training. What is the philosophy behind this strategy?
\nWe start from a strong conviction: a traveler coming from Europe or North America does not want to find in Abidjan, Dakar, or Nairobi what he already knows. They come to discover the culture, richness, and authenticity of the country. That is why we invest alongside local artists in several countries: C\u00f4te d’Ivoire, Senegal, Benin, DRC, Kenya, etc. Our hotels are not just places of accommodation. We want to make them true living spaces. It is important that our guests can discover a contemporary art exhibition, attend a concert by young artists, or taste local specialties like the famous Senegalese Thi\u00e9boudienne or the essential Ivorian grilled fish. This is also Accor’s hospitality: valuing local cultures at every stage of the guest experience.<\/p>\n

And in terms of training?
\nThe same logic applies: we are committed to training and developing local talents. Over 95% of our employees in Sub-Saharan Africa are from the countries where we operate. To achieve this, we must invest in training from the start. This is the meaning of the partnership we have signed here in C\u00f4te d’Ivoire with the Ministry of Technical Education and Vocational Training, as well as with the Ministry of Tourism. These partnerships allow us to host many interns each year. And with us, an internship is a real internship, not a coffee-making mission. We consider our interns as the talents of tomorrow. Those who have a good internship have every chance of joining our teams. It is also a gateway to an international career for them.<\/p>\n

Can the amount of Accor’s investments in Africa be estimated?
\nIt is difficult to give you a global amount because investments vary depending on hotels and countries. However, I can give you a significant figure: at Accor, we allocate 3% of the payroll to training. This figure reflects our deep commitment to skills development, including in Sub-Saharan Africa.<\/p>\n

Focus on Senegal and C\u00f4te d’Ivoire:
\nThe M\u00f6venpick Saly is an emblematic project of the group. What is its uniqueness?
\nThis project is part of an already iconic location: the former Lamantin Beach, well known in Senegal. Saly has one of the most beautiful beaches in Africa, and we wanted to develop a resort that can function both as a leisure destination on weekends and as a business hotel during the week. Thanks to the proximity to Blaise Diagne airport, halfway between Dakar and Saly, this becomes a reality.<\/p>\n

The company Kasada, after acquiring it, entrusted the management to our group. The hotel is currently undergoing renovation but is already open. We even introduced an innovative concept in Africa: houseboats, boat rooms installed in the marina that are very popular.<\/p>\n

How does Accor collaborate with tourism stakeholders to revitalize the Petite C\u00f4te?
\nOur role is clear: we are a hotel operator. It is the owners who invest and then entrust us with the operation. In this sense, we can play a catalytic role in revitalizing destinations like Saly, which have enormous potential. And if the model works, it can be extended to the entire Petite C\u00f4te.<\/p>\n

Continental Development:
\nHow many openings are planned by 2026?
\nWe have several ongoing projects. In Abidjan, an Ibis Styles in Angr\u00e9 will open in 2026. The M\u00f6venpick Palm Resort in Saly is scheduled for early 2027. Other significant openings include a new generation Novotel with our partner CHIC in Kolwezi, Democratic Republic of Congo, in the coming weeks, as well as a M\u00f6venpick in Kigali, Rwanda, opening in the summer of 2025. We also have projects in Nigeria, particularly in Lagos with an Ibis, a Novotel, and a Pullman. The Ibis in Lagos is expected to open in early 2026. These are very strategic projects for us.<\/p>\n

Which Accor brands are best suited to Sub-Saharan African markets?
\nHistorically, we thought the Ibis range would be the most suitable. And indeed, it works well, especially with the renewal of Ibis Styles that appeal to a younger and more urban clientele. But Novotel remains the most successful: they are well-known brands capable of meeting both business and leisure demand. Pullman, on the other hand, targets a clientele seeking premium services and connectivity.<\/p>\n

Finally, M\u00f6venpick, once little known in Africa a few years ago, is gaining momentum. We now have establishments in Saly, Nairobi, Accra, Lagos, Windhoek, and Abidjan. It is a brand that is increasingly appealing, with a strong artistic and cultural identity.<\/p>\n

Loyalty and Ecosystem:
\nYou are celebrating 100 million members of the ALL Accor program. What are the pillars of your loyalty ecosystem in West Africa?
\nThe ALL – Accor program is a strategic pillar for us. It historically targets individual customers, and we have just crossed the symbolic mark of 100 million members worldwide. But we have also developed specific variations for our B2B partners, especially meeting planners, with a dedicated program.<\/p>\n

This program allows members to earn points for stays, but also for unique experiences: attending a match at the Stade de France, a concert at the Olympia, or a cultural event in Rabat or Abidjan. Here, we also collaborate with partners like Nespresso, Corsair, Path\u00e9, etc.<\/p>\n

The program offers numerous benefits: guaranteed best rates (-10% compared to booking platforms), dedicated concierge from the Platinum status, and even a 24-hour reservation guarantee for Diamond Limitless members.<\/p>\n

Interview conducted by Issouf Kamagat\u00e9, Abidjan.<\/p>\n

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At the helm of Accor’s operations in a rapidly expanding region, Daniel Karbownik, Vice President of Operations for Sub-Saharan Africa, rigorously and visionarily leads the development of an ambitious hotel portfolio across the continent. 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