ARLINGTON, Va. – 1 May 2026 – At the end of the first quarter, the Americas was the only world region to show a decrease in hotel pipeline activity, according to CoStar’s March 2026 data. CoStar is a leading provider of online real estate marketplaces, information and analytics in the property markets.

Europe

• In construction: 185,419 rooms (+6.6%)
• Final Planning: 77,253 rooms (0.0%)
• Planning: 193,351 rooms (+9.7%)
• Total Under Contract: 456,023 (+6.7%)

The United Kingdom led Europe in total rooms in construction (26,458), closely followed by Germany (23,748).

Asia Pacific

• In construction: 492,970 rooms (-7.7%)
• Final Planning: 74,487 rooms (+70.2%)
• Planning: 415,172 rooms (+6.5%)
• Total Under Contract: 982,629 (+1.6%)

Among countries in the region, China (278,283) led in construction activity, followed by Vietnam (43,858) and India (43,290).

Middle East & Africa

• In construction: 107,653 rooms (+4.5%)
• Final Planning: 29,290 rooms (+3.8%)
• Planning: 94,998 rooms (-2.9%)
• Total Under Contract: 231,941 (+1.3%)

Most of the region’s pipeline activity is focused in the Middle East. Saudi Arabia (51,513) and the United Arab Emirates (16,072) have the most rooms in construction.

Americas

• In construction: 193,145 rooms (-2.1%)
• Final Planning: 282,246 rooms (-7.9%)
• Planning: 402,723 rooms (-5.0%)
• Total Under Contract: 878,114 (-5.3%)

The U.S. (333,467) holds the majority of rooms in construction in the region. After the U.S., Mexico (15,267), Canada (9,589) and the Dominican Republic (6,190) show the highest number of rooms in construction.

For more information about the company and its products and services, please visit www.costargroup.com.

It’s time to rethink food and beverage as a strategic driver of revenue, relevance, and guest loyalty

By Wayne West III

Early in my career, I spent a lot of time in food and beverage. I worked nearly every position and every shift. I was fortunate to have mentors who did not just teach the mechanics of the business, but the value behind it. They made it clear that food and beverage was not there to fill space. It was there to perform.

I learned how to market to guests already in the building. I learned how to position a restaurant so it felt like a choice, not a convenience. Most importantly, I learned that when you get it right, the guest responds. They spend more. They stay engaged. They come back.

That lesson still applies, but it is not being applied consistently across our industry.

There was a time when hotel restaurants and bars mattered more than they do today. They were part of the reason people chose a hotel. They were part of the local community. Over time, we lost ground. Independent restaurants became more relevant, more creative, and more aggressive in going after the guest. At the same time, the growth of Select Service hotels lowered the overall focus on F&B.

The result is what we see now: F&B outlets that are underutilized, under marketed, and under managed.

The operating environment has also become more difficult. Food costs are up. Labor is harder to manage and more expensive. Guests have more options, and they expect more from every dining decision they make. That combination has pushed many operators to treat F&B as something to contain rather than something to build.

If anything, the environment today requires more discipline and more attention, not less. Food and beverage should be managed with the same level of focus as rooms revenue. It has a direct impact on performance, and it is one of the few areas where we can still create a clear point of differentiation.

When it is done right, F&B drives preference. Guests choose your hotel because the experience is better, not just because the room is available. This outcome shows up in occupancy, in rate, and in repeat business. It is not theoretical. It is measurable. And it starts with relevance.

If the offering does not match the guest desires, the guest will leave the building to dine. That decision is made quickly, and once it is made, the revenue is gone. Operators must understand who their guest is and build an offering that fits. That includes the menu, the price point, and the experience.

It also requires visibility. Too many guests walk through a hotel without a clear understanding of what is available to them. That is a failure at the property level. Team members should be talking about the outlet. The space should feel active and inviting. The messaging should be clear. None of that requires a major investment, but it does require attention.

Execution matters just as much. A limited menu that is done well will outperform a broad menu that is inconsistent. Purchasing has to be controlled. Waste has to be managed. Pricing has to reflect cost and value. These are the same disciplines we apply in other parts of the operation, and they apply here too.

There are better tools available today to support this. Data can tell us what is selling and what is not. It can help us adjust menus, pricing, and purchasing in real time. Technology can make it easier for guests to engage, whether through mobile ordering or more personalized recommendations. These tools are useful, but they do not replace management; they support it.

The other factor is people. In a labor-constrained environment, you cannot afford to be in a constant cycle of turnover. Training, engagement, and accountability matter. A well-run outlet starts with a team that understands expectations and is capable of delivering on them consistently.

Most properties do not need to rebuild their F&B from the ground up. They need to manage it differently and make it an important part of the business plan annually. That may mean repositioning the concept. It may mean simplifying the menu. It may mean creating a better connection between the outlet and the guest. In most cases, the opportunity is already there.

At Newport Hospitality Group, we see this as a clear call to action. Operators need to take a hard look at their food and beverage performance. Not just the revenue, but the utilization, the visibility, and the execution. If the outlet is not contributing in a meaningful way, it needs to be addressed.

Food and beverage is not just an amenity. It is a business unit and it should be expected to perform.

Vancouver, B.C. – April 29, 2026 – Fairmont Waterfront is pleased to announce the completion of the first phase of its comprehensive, multi-year renovation. This initial phase marks the transformation of 96 guest rooms across the hotel’s top four floors, introducing a refined design that reimagines the property’s signature Pure Coastal Luxury identity.

The full renovation, scheduled for completion by the end of 2029, will thoughtfully refresh all guest rooms and hotel amenities, further elevating the guest experience while remaining true to the hotel’s distinctive West Coast setting.

Since July 1991, Fairmont Waterfront has remained a cornerstone of Vancouver’s luxury hospitality scene, with panoramic harbour and city views showcased across all 489 guest rooms. Defined by its distinctive West Coast aesthetic, the hotel’s heated rooftop pool, pioneering bee program, and vibrant downtown setting have cemented its reputation as one of the city’s most iconic luxury destinations.

Many of the hotel’s much-loved offerings will be updated throughout the four-year project, including all 489 guest rooms, Fairmont Gold, the hotel lobby, pool area and ARC Restaurant + Bar.
Guest rooms have been thoughtfully reimagined to reflect Vancouver’s unique blend of waterfront and forest, drawing inspiration from the natural beauty that surrounds the property. Enhancements include 65” HD flat-screen TVs, elevating both comfort and convenience. In place of a traditional desk, each room features an elegant table with versatile seating options, creating a flexible, multi-functional space for working, dining, or unwinding.

Guests will also enjoy the Fairmont Signature Bed, designed for exceptional comfort and support, featuring the Fairmont Sealy Stearns & Foster® Luxury Euro Plush Pillowtop mattress, alongside elevated Fairmont’s distinctive Le Labo bath products.

“At Fairmont Waterfront, every guest moment matters,” said Randall Williams, General Manager of Fairmont Waterfront. “This renovation reflects our dedication to elevating those moments through thoughtful design, enhanced comfort, and an enduring sense of Pure Coastal Luxury. We are proud of the work completed so far, and we look forward to welcoming guests into refreshed spaces that feel truly inspired by the remarkable Pacific Northwest.”

The exciting transformation has been brought to life through a partnership with Montreal-based design company CAMDI, who bring over 40 years of expertise to the transformation.

The hotel’s waterfront setting has thoughtfully inspired the layout and design, reflected in a calming palette of coastal blues, greens, and soft greys. A carefully curated mix of natural woods, stone-inspired finishes, woven textiles, and layered fabrics brings the outdoors in, creating a sense of depth, texture, and understated warmth throughout the space.
“The guest rooms have been reimagined as restorative sanctuaries,” said Karine Bannon, Designer and Senior Project Director at CAMDI. “The transformation focuses on spatial clarity, enhanced comfort, and stronger visual connection to the harbour, mountains, and skyline. Layouts feel more intentional and fluid, furnishings are refined and contemporary, and the atmosphere is calmer and more immersive. The result is a space that supports both relaxation and productivity — reflecting the hotel’s role as a destination for both leisure and corporate travelers.”

The second phase of the renovation will resume in Fall 2026, with the next collection of guest rooms set to be unveiled and available for booking in Spring 2027.

All guestrooms included in this first phase of the renovation are now available for booking: fairmont-waterfront.com.

Toronto, ON (April 28, 2026) — Atlific Hotels is proud to announce the completion of extensive renovations of its managed property, Best Western Plus Burnaby. The multi-million-dollar transformation introduces refreshed guestrooms, redesigned public spaces, and elevated guest amenities. Completed as of March 2026, the thoughtful updates ensure the longstanding property continues to serve traveller needs well into the future while reflecting the vibrant local character of Burnaby.

“Best Western Plus Burnaby has been a trusted accommodation choice in the community for many years and this renovation brings a new level of comfort, style, and functionality to its welcoming spirit,” said Philippe Gadbois, COO at Atlific Hotels. “We are thrilled to reintroduce the hotel with a contemporary look and feel that better serves our guests and the neighbourhood.”

The design concept is rooted in a sense of West Coast ease, pairing clean, modern lines with natural textures, rich wood tones, and a calming palette inspired by the Pacific Northwest. The goal was to bring the hotel into harmony with Burnaby’s natural surroundings and strong sense of community. Organic materials, warm lighting, and subtle design nods to the region’s scenic parks and mountain backdrop help ground the guest experience in its West Coast setting.

Updated guestrooms now feature newly installed furnishings and case goods, modernized bathrooms with upgraded fixtures, local design accents and curated artwork as well as enhanced lighting and technology for business and leisure stays alike. Each space is crafted to deliver an atmosphere that is bright, comfortable, and intuitive for today’s traveller.

The transformation extends well beyond the guest rooms. Best Western Plus Burnaby now welcomes guests with a redesigned lobby offering an open, airy layout, modernized breakfast and gathering spaces and updated corridors and common areas that reflect the new design direction. The refreshed environment adds a sophisticated yet relaxed vibe that encourages guests to linger, work, and connect.

Conveniently located in Burnaby, just 30 minutes from Vancouver International Airport and a short SkyTrain ride from downtown Vancouver, the Best Western Plus Burnaby offers easy access to the region’s top business and leisure attractions. Guests are minutes from Metropolis at Metrotown, Burnaby Village Museum, Burnaby Lake, theatres, parks, and recreational facilities, with iconic Vancouver landmarks such as Queen Elizabeth Park and Grouse Mountain also within easy reach. The hotel is ideally situated for business travellers visiting nearby institutions including Burnaby Hospital, the Burnaby Lake Sports Complex, and the British Columbia Institute of Technology, making it an excellent choice for both work and relaxation.