How Taj is redefining Middle East luxury for Gen Z through experience and sustainability

As hospitality across the Middle East evolves beyond luxury into experience-driven travel, how is Taj redefining service standards to meet the expectations of a new generation of global travellers?

Today’s new-generation traveller, especially Gen Z, is reshaping what luxury means in the Middle East. They are digital natives but emotionally driven, they value freedom, individuality, and experiences that feel authentic, shareable, and meaningful rather than scripted or overly polished.

For Gen Z, luxury is about identity, connection, and value for money. They look for hotels that reflect their values: sustainability, cultural relevance, community, and personalisation. They want brands that are transparent, socially conscious, and genuinely human in their approach.

At Taj, we’ve evolved our service standards to meet this shift. We blend heritage with innovation, ensuring every interaction feels warm, intuitive, and real. This includes intuitive apps, AI-driven functions, seamless service, swift delivery, trendy music and entertainment, and Instagram-worthy touchpoints that speak the language of today’s traveller.

Our teams focus on personalisation, culturally rooted dining, and sustainable practices through Paathya, while integrating digital convenience that enhances the guest experience without losing the human touch.

We’re also meeting guests where they are through influencer marketing and collaborations with Dubai Economy & Tourism, allowing us to connect with a younger GCC audience seeking discovery over formality. Ultimately, Taj offers experiences that feel personal, current, and emotionally rewarding.

Sustainability in hospitality now extends far beyond eco-friendly operations. How is Taj embedding long-term community engagement and local sourcing practices into its operational blueprint for the region?

Sustainability today is no longer limited to reducing plastic or saving energy; it also focuses on creating a long-term, positive impact on the communities we operate in. At Taj, this is embedded into our blueprint through Paathya, our six-pillar sustainability framework that guides everything from local sourcing to skill development.

In the Middle East, we’re focusing heavily on community engagement, home-grown partnerships, and responsible resource management. Alongside collaborating with local companies, regional artisans, and small producers, we have strengthened our environmental practices by introducing grey water treatment systems across the properties. These systems recycle a significant portion of used water for landscaping and non-potable applications, helping us conserve thousands of litres of water every month in a region where water is one of the most precious resources.

We are also implementing organic waste decomposers, which convert kitchen and garden waste into nutrient-rich compost. This dramatically reduces the volume of garbage sent to landfills and supports more responsible, circular waste practices. The engineering team continue to enhance these systems to ensure we’re minimising environmental impact at every step.

Having managed properties in diverse global destinations, from Europe to the Middle East, what key leadership lessons have shaped your approach to creating resilient, high-performance hospitality teams?

Working across the UK, Spain, India, and the Middle East has taught me that high-performance hospitality teams aren’t built on systems alone, they’re built on people, culture, and clarity of purpose. Every market has its own pace and personality, but the core leadership lessons remain universal.

One of the greatest strengths of IHCL is the clarity of leadership and empowerment we receive from our Managing Director & CEO, Mr. Puneet Chhatwal. His visionary approach, transparency, and focus on empowering leaders at every level allow us to reciprocate the same confidence and clarity within our teams. When leaders feel trusted, they naturally create an environment where associates thrive.

Another defining aspect of IHCL is its strong commitment to succession planning and talent development. The organisation invests heavily in future-ready leadership through structured programs, mentorship, and recognition platforms such as the MD Club, where our MD personally engages with high-performing associates. These initiatives reinforce the message that people and community are at the heart of our business.

The first leadership lesson is empowerment. Teams deliver their best when they are trusted to make decisions. In dynamic markets like Dubai, empowering associates to act with agility and ownership is essential for seamless guest experiences.

The second is cultural intelligence. Leading in diverse regions has taught me the value of listening deeply and respecting local nuances. When people feel seen and understood, they take pride in their work and pride translates directly into exceptional service.

The third is consistency with compassion. High standards matter, but how we uphold them matters even more. A leader must be firm on expectations, flexible in approach, and human in communication.

Finally, resilience comes from purpose and belonging. When teams understand the “why” behind what they do and feel part of something larger than themselves, They become eager to do the impossible.