Real Hotels Group
ENPT

Technical Dossier

Materiality

Materiality analysis is how we keep strategy and ESG practice aligned with the topics that matter most to the business and to stakeholders. Topics are identified from contributions gathered by the people who work with the Group’s stakeholders, then ranked by relevance.

Stakeholders of RHG

The success of our hotel activity rests on trusted relationships with different stakeholders. We keep a constant dialogue with these groups, in person and digitally, to understand their expectations and concerns about the business and about the sustainability of our activity.

We commit to adjusting our management to the demands of the market, seeking to generate the greatest shared value, over the long term, for the Group and for all its stakeholders.

  • EmployeesWe create value through jobs and through opportunities for personal and professional growth.
  • ClientsWe create value through the quality of the services we provide. We watch the growing weight clients give to ESG and work to integrate it further into our offer.
  • ShareholdersWe create financial value, sharing the results obtained, including through return on investment.
  • SuppliersWe create value by stimulating economic activity and employment with the suppliers we keep long-term relationships with.
  • CommunityWe create value through direct and indirect jobs and by valuing local culture and customs.
  • PartnersWe create value by making a positive impact on our services, which benefits other economic agents linked to tourism.
  • Public authoritiesWe create value by promoting destinations and regions, contributing to their development.

Determining the material topics

The process began in 2022, with a formal commitment to review priorities regularly. Updates draw on documentary and sector analysis and on listening to the people responsible for each function, so that this report reflects the topics that most affect the Group.

This continuous updating lets us adjust priorities, identify new risks and opportunities, and make sure the report faithfully reflects the topics that most affect the Group’s activity.

The table below presents the topics relevant to RHG. Topics in bold are the material topics. For these, the report sets out the initiatives implemented, which make up the management approach to the topic, and the indicators monitored, which show the progress achieved.

Topics not in bold are not material topics and therefore do not carry as detailed a treatment in the report, in terms of management approach, existing practices and associated performance.

Materiality
ThemeTopics
Environmental
  • Energy management and GHG emissions
  • Water consumption
  • Waste management
  • Climate risks by location
  • Materials acquisition and efficiency
  • Circular economy
Social
  • Attraction, engagement and contracting model
  • Worker qualification
  • Work, personal and family life
  • Pay equality
  • Contracting model
  • Wellbeing, occupational health and safety
  • Workforce diversity
  • Community support
  • Access and accessibility
  • Local purchasing
  • Local partnerships
Governance
  • Human rights
  • Ethics and diversity of the governing body
  • Transparency
  • Guest satisfaction
  • Innovation, digital transformation and cybersecurity
  • Legal compliance
  • Business-model resilience
  • Guest health and safety
  • Risk management
  • Supply-chain due diligence

Waste management is marked as a critical topic, but this report presents no performance indicators for it.

VSME Index

As this is RHG’s first report responding to the VSME framework, this response is partial and the organisation will therefore develop a plan to improve its response to requirements B1 to B11.

The table below identifies the requirements answered and the reasons for omitting some of them.

VSME content index
VSMEDisclosure descriptionLocation
B1Basis for preparationBe Responsible, Technical Dossier
B2Practices, policies and future initiatives for transitioning towards a more sustainable economyBe Responsible - Governance
B3Energy and greenhouse gas emissionsOperate Smart
B4Pollution of air, water and soilNot applicable
B5BiodiversityThis requirement was not developed, since the Group has no units inside protected areas, although some are close to them.
B6WaterOperate Smart
B7Resource use, circular economy and waste managementInformation on the circular economy is available in the Operate Smart and Be Responsible chapters
B8Workforce - General characteristicsBe Responsible
B9Workforce - Health and safetyBe Responsible
B10Workforce - Remuneration, collective bargaining and trainingBe Responsible
B11Fines for corruption and briberyGovernance

The information below answers the geolocation information requested by requirement B1:

Geolocation of the units, VSME B1
UnitGeolocation
Holiday Inn Express Aeroporto38.786128344606205, -9.120288275473074
Holiday Inn Express Plaza Saldanha38.73616381025816, -9.14850173553859
Holiday Inn Express Alfragide38.72239333780697, -9.217549998241218
Holiday Inn Express Avenida da Liberdade38.72265274948787, -9.150572688590188
Holiday Inn Express Porto City Centre41.15231503830033, -8.605332897161695
Holiday Inn Express Porto Exponor41.19499265865664, -8.690126387851773
Maxime Boutique Hotel Avenida da Liberdade38.71858023402924, -9.145401273626062
Hotel Real Palácio38.73236970069293, -9.150821000491545
Grande Real Villa Itália Hotel & Spa38.69130300508704, -9.424145584196669
Hotel Real Oeiras38.71015908486167, -9.28861004292517
Grande Real Santa Eulália Resort & Hotel Spa37.09128354461802, -8.211951983251877
Real Marina Hotel & Spa37.02396539451265, -7.84722831140828
Holiday Inn Algarve Albufeira37.095933003239814, -8.239405627250278
Holiday Inn Express & Suites Lisbon - Príncipe Real38.72320052466664, -9.155105567308615
Amazónia Jamor38.71473336022925, -9.25876076839669
Amazónia Estoril38.70789912432239, -9.400368010110837
Amazónia Palmela38.587436075369844, -8.918296786308339

Global Reporting Initiative (GRI) Content Index

Statement of use
Real Hotels Group has reported in accordance with the GRI Standards for the period 1 January to 31 December 2025.
GRI 1 used
GRI 1: Foundation 2021
Applicable GRI Sector Standards
Not applicable
GRI content index
GRIDisclosureLocation
Divulgações Gerais
A Organização e as suas práticas de reporte
2-1Organisational profileOn this site · Who we are
2-2Entities included in the organisation’s sustainability reportingThis sustainability report covers Real Hotels Group’s activity in Portugal. It includes sustainability information for Bernardino Gomes – Gestão Hoteleira, S.A., Newpalm – Gestão, Exploração e Consultoria, S.A. and Amazónia.
2-3Reporting period, frequency and contact pointThe report covers the year 2025 (1 January to 31 December).
2-4Restatements of informationThe 2024 guest figure was restated from 699 846 to 987 861: the figure published in the previous report was room nights, not guests. Total energy consumption for 2024 was restated from 23 906 MWh to 27 709 MWh: the data collected previously did not cover the final months of the year.
2-5External assuranceThis sustainability report was not subject to external audit.
Atividades e Colaboradores
2-6Activities, value chain and other business relationshipsOn this site · Who we are
2-7EmployeesOn this site · In action — Be Responsible
2-8Workers who are not employeesThis report covers information on collaborators who have a contractual relationship with one of Real Hotels Group’s three companies. Workers without a contractual relationship are not included. The number of temporary employees and interns is in the performance table.
Governance
2-9Governance structure and compositionOn this site · In action — Be Responsible
2-10Nomination and selection of the highest governance bodyInformation not provided in this report. An effort will be made to include it in the next report.
2-11Chair of the highest governance bodyInformation not provided in this report. An effort will be made to include it in the next report.
2-12Role of the highest governance body in overseeing the management of impactsOn this site · In action — Be Responsible
2-13Delegation of responsibility for managing impactsOn this site · In action — Be Responsible
2-14Role of the highest governance body in sustainability reportingThe sustainability report was approved by the administrator with the sustainability portfolio and by the CEO.
2-15Conflicts of interestOn this site · In action — Be Responsible
2-16Communication of critical concernsOn this site · In action — Be Responsible
2-17Collective knowledge of the highest governance bodyOn this site · In action — Be Responsible
2-18Evaluation of the performance of the highest governance bodyFor reasons of confidentiality the Group does not respond to this standard, which is directed at governing bodies.
2-19Remuneration policiesFor reasons of confidentiality the Group does not respond to this standard on governing-body remuneration.
2-20Process to determine remunerationFor reasons of confidentiality the Group does not respond to this standard on governing-body remuneration. Group-wide remuneration policy is addressed in the people chapter.
2-21Annual total compensation ratioOn this site · In action — Be Responsible
Estratégia, Políticas e Práticas
2-22Statement on sustainable development strategyOn this site · Belonging
2-23Policy commitmentsOn this site · In action — Be Responsible
2-24Embedding policy commitmentsOn this site · In action — Be Responsible
2-25Processes to remediate negative impactsReal Hotels Group has a whistleblowing channel that stakeholders can use whenever they need to raise a concern.
2-26Mechanisms for seeking advice and raising concernsReal Hotels Group has a whistleblowing channel that stakeholders can use whenever they need to raise a concern.
2-27Compliance with laws and regulationsIn 2025 one breach of relevant regulatory standards was recorded, together with one confirmed case of corruption, handled under the Regime Geral de Prevenção da Corrupção, with no associated risk of fines. The nature of the case and the measures taken are subject to confidentiality and are therefore not disclosed. No significant fines or sanctions unrelated to corruption were recorded.
2-28Membership associationsWe are members of: Turismo de Portugal, ATL (Lisbon), ATA (Algarve), Visite Cascais, AHP, APAVT, ARCHESMO.
Abordagem ao Stakeholder
2-29Approach to stakeholder engagementOn this site · Dossier — materiality
2-30Collective bargaining agreementsOn this site · Dossier — performance
Tópicos Materiais
3-1Process to determine material topicsOn this site · Dossier — materiality
3-2List of material topicsOn this site · Dossier — materiality
Consumo de água
3-3Management of the material topicOn this site · In action — Operate Smart
KPIWater consumption (m³)On this site · In action — Operate Smart
Gestão de energia e Emissões GEE
3-3Management of the material topicOn this site · In action — Operate Smart
302-1Energy consumption within the organisationOn this site · In action — Operate Smart
305-4GHG emissions intensityOn this site · In action — Operate Smart
KPITotal CO2 emissions (t CO2e)On this site · In action — Operate Smart
Atração, envolvimento e modelo de contratação de colaboradores/ Conciliação vida profissional, pessoal e familiar
3-3Management of the material topicOn this site · In action — Be Responsible
401-1New employee hires and employee turnoverOn this site · Dossier — performance
KPIFull-time collaborators (%)On this site · In action — Be Responsible
KPIFixed-term collaborators (%)On this site · In action — Be Responsible
KPIWorkers who live locally (%)On this site · In action — Be Responsible
KPIAverage absenteeism rate (%)On this site · Dossier — performance
KPIWorkers who took initial parental leave: womenOn this site · Dossier — performance
KPIWorkers who took initial parental leave: menOn this site · Dossier — performance
Qualificação dos trabalhadores
3-3Management of the material topicOn this site · In action — Be Responsible
404-1Average hours of training per year per employeeOn this site · In action — Be Responsible
404-3Percentage of employees receiving regular performance and career development reviewsOn this site · In action — Be Responsible
Ética e Diversidade no órgão de administração
3-3Management of the material topicOn this site · In action — Be Responsible
405-1Diversity of governance bodies and employeesOn this site · In action — Be Responsible
Satisfação do cliente
3-3Management of the material topicOn this site · In action — Stay Unique
KPIGuest satisfaction score, by hotelOn this site · In action — Stay Unique
Direitos Humanos
3-3Management of the material topicOn this site · In action — Be Responsible
KPINumber of human-rights reports0
Transparência
3-3Management of the material topicOn this site · In action — Be Responsible
KPINumber of code-of-conduct violations1

Group performance

Contracting model25
Contracting model
IndicatorUnit2022202320242025Δ 24–25
Full-time collaborators#N.º--86297613%
Full-time collaborators#%90,0%92,0%95,0%99,3%+4,3 p.p.
Part-time collaborators#N.º--510100%
Part-time collaborators#%-1,00%1,0%0,7%-0,3 p.p.
Fixed-term collaborators#N.º--471367-22%
Permanent collaborators#N.º--236192591%
Temporary staff (budgeted HR posts)#N.º--173076%
Temporary staff#%--2,0%3,1%+1,1 pp
Interns#N.º--132106
New fixed-term hires#N.º---433-
New permanent hires#N.º---23-
New hires, women#N.º--258194-25%
New hires, men#N.º--262262-
Hires#N.º--520456-12%
Leavers#N.º---467
Voluntary resignations#N.º---246
Dismissals#N.º---164
Retirements#N.º---9
Other#N.º---48
Average turnover rate#%35,00%48,10%55,5%50,22%-5,3 pp
Net jobs created#N.º13069510-100%
Scheduled working days#N.º--216 383214 440-1%
Days lost#N.º--12 69312 039-5%
Absenteeism rate#%5,70%5,40%6,20%5,95%
Collaborators covered by collective agreements#N.º--87198613%
Diversity18
Diversity
IndicatorUnit2022202320242025Δ 24–25
Collaborators#N.º74483786298614%
Women (average headcount)#%52,0%52,9%50,8%50,2%-0,6 p.p.
Men (average headcount)#%48,0%47,1%49,2%49,8%+0,6 p.p.
Other#%0%0%0%0%-
Not reported#%0%0%0%0%-
Men in Administration#%-100,0%100,0%100%-
Men in Management#%37,5%36,7%36,4%52%+15,6 p.p.
Men in Technical roles#%-49,7%53,4%52%-1,4 p.p.
Men in Operations#%-46,6%48,3%51%+2,8 p.p.
Women in Administration#%-0,0%0,0%0%-
Women in Management#%62,0%63,3%63,6%48%-15,6 p.p.
Women in Technical roles#%-50,3%46,6%48%1,4 p.p.
Women in Operations#%-53,4%51,7%49%-2,8 p.p.
Collaborators under 30#%34,0%28,1%29,6%31%+1,6 p.p.
Collaborators aged 30–50#%49,0%49,0%49,4%48%-1,4 p.p.
Collaborators over 50#%17,0%22,9%21,0%21%-0,2 p.p.
Foreign-national collaborators#N.º24641770%
Foreign-national collaborators#%14,0%26,0%27,0%31,5%+4,5 p.p.
Pay equality22
Pay equality
IndicatorUnit2022202320242025Δ 24–25
Average base pay, Administration, women#-000-
Average base pay, Administration, men#-879087908790-
Average base pay, Management, women#-2817,92 889,93022,225%
Average base pay, Management, men#-2978,23 283,32862,77-13%
Average base pay, Technical, women#-1310,21 314,61331,681%
Average base pay, Technical, men#-1471,81 478,51435,54-3%
Average base pay, Operations, women#-901,7947,6981,084%
Average base pay, Operations, men#-966,91 010,71012,660%
Average total pay, Administration, women#-000-
Average total pay, Administration, men#-9737,509737,509937,502%
Average total pay, Management, women#-3331,63 436,23780,0510%
Average total pay, Management, men#-3672,74 104,23688,83-10%
Average total pay, Technical, women#-1533,11 540,41684,479%
Average total pay, Technical, men#-1779,01 800,51844,892%
Average total pay, Operations, women#-926,1976,81009,863%
Average total pay, Operations, men#-1006,51 049,91134,468%
Women paid above minimum wage#%100100100100%-
Men paid above minimum wage#%10010099,598%-1,5 p.p.
Benefits (bonuses) for eligible collaborators#--818 009,19834 1412%
Financial benefits, women#--435 922,3407 251-7%
Financial benefits, men#--382 086,9426 89012%
Men–women pay ratio#-1,31,11,141,151%
*Methodological note: the pay and remuneration indicators were calculated on the average number of employees in each gender andprofessional role. Remuneration counts base salary and regular components, and excludes the meal allowance.
Qualification31
Qualification
IndicatorUnit2022202320242025Δ 24–25
Training hours, women#H-7,37,311,253%
Training hours, men#H-4,87,16,8-4%
Training hours per year#H5 664937078838 86913%
Training: HR, communication and leadership#N.º5922216112-48%
HR, communication and leadership: online#%55,0%54,6%99,1%89,30%-9,8 p.p.
HR, communication and leadership: in person#%45,0%45,5%0,9%10,7%+9,8 p.p.
Training: Finance#N.º85138-38%
Finance: online#%83,0%80,0%38,5%75%+36,5 p.p.
Finance: in person#%17,0%20,0%61,5%25%-36,5 p.p.
Training: Operations management#N.º21338182106-42%
Operations management: online#%86,0%52,6%52,2%78,30%+26,1 p.p.
Operations management: in person#%14,0%47,4%47,8%21,70%-26,1 p.p.
Training: IT#N.º2071168-93%
IT: online#%71,0%28,6%82,8%62,50%-20,3 p.p.
IT: in person#%29,0%71,4%17,2%37,50%+20,3 p.p.
Training: Health and safety#N.º621643628-94%
Health and safety: online#%50,0%56,3%57,1%53,60%-3,5 p.p.
Health and safety: in person#%50,0%43,8%42,9%46,40%+3,5 p.p.
Partnerships with schools, universities and study centres#N.º-564435-20%
Training hours, Administration#H-005,50-
Training hours, Management#H77,16,8820,4155%
Training hours, Technical#H247,3818,7134%
Training hours, Operations#H7,26,0714,8112%
Women with performance review, Administration#%-0,0%0,0%0-
Women with performance review, Management#%-94,7%90,5%86,40%-4,1 p.p.
Women with performance review, Technical#%-93,1%93,2%82,20%-11 p.p.
Women with performance review, Operations#%-85,5%85,7%56%-29,7 p.p.
Men with performance review, Administration#%-0,0%0,0%0-
Men with performance review, Management#%-90,9%66,7%92,30%+25,6 p.p.
Men with performance review, Technical#%-96,5%89,1%66,90%-22,2 p.p.
Men with performance review, Operations#%-84,1%82,9%52,60%-30,3 p.p.
Health and safety16
Work, personal and family life8
Work, personal and family life
IndicatorUnit2022202320242025Δ 24–25
Initial parental leave, women#N.º-12151713%
Initial parental leave, men#N.º-101310-23%
Returned after parental leave, women#N.º-10131731%
Returned after parental leave, men#N.º-101310-23%
Still employed 12 months after parental leave, women#N.º--1111-
Still employed 12 months after parental leave, men#N.º--126-50%
Return-to-work rate#%100,0%75,0%73,0%100%+27 p.p.
Retention rate#%100,0%90,0%92,0%65%-27 pp
Energy16
Energy
IndicatorUnit2022202320242025Δ 24–25
Electricity#MWh-17 265,1014 42217 80823%
Wind#%---14,95%-
Hydro#%---23,77%-
Geothermal#%---0%-
Renewable cogeneration#%---1,48%-
Other renewables#%---13,18%-
Gas#MWh9 203,86-
Natural#
Methodology

Nesta categoria de energia foram consideradas as seguintes unidades: Holiday Inn Express Alfragide, Holiday Inn Express Avenida da Liberdade, Holiday Inn Express Porto Exponor, Holiday Inn Express Príncipe Real, Holiday Inn Express Saldanha, Grande Real Villa Itália Hotel & SPA, Maxime Boutique Hotel, Real Marina Hotel & SPA, Real Oeiras, Real Palácio, Amazónia Estoril, Amazónia Jamor. As restantes unidades não consomem gás natural.

MWh-6 0936 4077 14311%
Propano#
Methodology

Foi utilizado o fator de conversão 12,53 kWh/kg gás propano. Nesta categoria de energia foram consideradas as seguintes unidades: Holiday Inn Algarve Albufeira, Holiday Inn Express Aeroporto, Grande Real Santa Eulália Resort & Hotel SPA, Amazónia Palmela. As restantes unidades não consomem gás propano.

MWh-3 0023 0672 060-33%
Combustível#
Methodology

Fator conversão gasóleo: 10,02 kWh/L Fator conversão gasolina: 11,08 kWh/L

MWh---838-
Electricity for electric vehicles#MWh--3-
Energy intensity per occupied room#MWh/quarto ocupado0,0460,043-7%
Energy intensity per guest#MWh/hóspede0,0340,023-32%
Total energy consumption#MWh14 40226 36027 70927 853-2,52%
Energy from renewable sources#%-63,6%37,9%53%+15,1 p.p.
Energy from non-renewable sources#%-36,4%62,1%47%-15,1 p.p.
Emissions14
Emissions
IndicatorUnit2022202320242025Δ 24–25
Scope 1 emissions#ton CO2e---1 818-
Gás Natural#
Methodology

Foi utilizada a fórmula de cálculo divulgada pela GALP no seu site, que tem por base os fatores de emissão e oxidação da APA. FE = 56,6 kg CO2/GJ FO = 0,995 PCI = 0,03844 GJ/m3 PCS = 11,667 kWh/m3

ton CO2e---1 325-
Gás Propano#
Methodology

Foi utilizado um fator de emissão de 2,997 kg CO₂e por kg de propano, tendo como fonte a UK Government GHG Conversion Factors for Company Reporting.

ton CO2e---493-
Scope 2 emissions (location-based)#ton CO2e---1 727-
Eletricidade#
Methodology

As esmissões foram calculadas utilizando o método location based com base no fator 0,097 ton CO2e/MWh, de 2025, disponibilizado em https://www.nowtricity.com/country/portugal.

ton CO2e---1 727-
Scope 1+2 emissions (location-based)#ton CO2e---3 546-
Scope 3 emissions#ton CO2e---900-
1. Bens e serviços adquiridos#
Methodology

Nesta categoria foi considerada a aquisição de água para consumo. As emissões foram calculadas com base no fator de emissão 0,19 ton CO2e/m3, da DEFRA.

ton CO2e---59-
9. Transporte e distribuição a jusante#
Methodology

Nesta categoria foram consideradas as deslocações da frota própria e de renting do Grupo. O cálculo das emissões foi efetuado com os fatores de emissão da APA para 2025. Os fatores de emissão disponibilizados são por kms. Tendo em conta que os dados base recolhidos tinham como unidade "Litros", foi estimado um consumo médio 6L/100km de modo a obter uma média de kms para o cálculo das emissões.

ton CO2e---841-
Total emissions#ton CO2e-6 5645 0384 446
Emissions intensity per occupied room#kg CO2e/quarto ocupado11,713,1107,94
Emissions intensity per guest#kg CO2e/hóspede6,37,074,22
Intensidade de emissões (âmbitos 1 e 2) - por volume de negócio#ton CO2e / M€---38,0-
Intensidade de emissões (âmbitos 1, 2 e 3) - por volume de negócio#ton CO2e / M€---47,6-
Water4
Water
IndicatorUnit2022202320242025Δ 24–25
Water withdrawal#m3258 576344 538,4563 494,30378 255-33%
Water: public network#m3258 576344 538,40321 000378 25518%
Water: seawater / river#m3--242 494,300-100%
Captação de água em zonas de stress hídrico#
Methodology

Foram consideradas as zonas de risco elevado ou muito elevado da ferramenta Aqueduct

m3---227 701-
Supply-chain due diligence34
Local partnerships1
Local partnerships
IndicatorUnit2022202320242025Δ 24–25
Value of spaces given to local associations (rooms, meetings, catering)#---13 166-
Local purchasing7
Local purchasing
IndicatorUnit2022202320242025Δ 24–25
Local purchases — textiles#%100,00%100%100%3%-97 p.p.
Local purchases — textiles#--297 570,23333 252,4511,99%
Local purchases — F&B#%-99,5%99,7%73,1%-26,7 p.p.
Local purchases — F&B#--6 462 472,507 152 517,0510,68%
Local purchases — mattresses#%-100%100%0%-100 p.p.
Local purchases — mattresses#--00-
Purchases from national suppliers#--9 198 649,569 789 948,716,43%
Community support2
Community support
IndicatorUnit2022202320242025Δ 24–25
Hotels with community-support programmes#%-40,0%20,0%70,6%+50,6 p.p.
Textile pieces donated#N.º-643812400-50,74%
Guest satisfaction40
Guest satisfaction
IndicatorUnit2022202320242025Δ 24–25
Satisfaction scores on platforms such as Booking, Airbnb, Zomato and The Fork#0-108,38,608,468,28-2%
Holiday Inn Express Aeroporto#0-106,98,107,707,40-4%
Holiday Inn Express Plaza Saldanha#0-108,58,708,408,501%
Holiday Inn Express Alfragide#0-10n.d.8,50-8-
Holiday Inn Express Avenida da Liberdade#0-108,28,408,308,604%
Holiday Inn Express Porto City Centre#0-108,78,608,608,40-2%
Holiday Inn Express Porto Exponor#0-1088,3088,202%
Maxime Boutique Hotel#0-108,99,10990%
Hotel Real Palácio#0-1088,108,208,200%
Real Residência#0-107,78,40---
Grande Real Villa Itália Hotel & Spa#0-108,79,209,109,302%
Hotel Real Oeiras#0-107,88,208,108,100%
Grande Real Santa Eulália Resort & Hotel Spa#0-108,58,508,608,40-2%
Real Marina Residence#0-107,78,708,80--
Real Marina Hotel & Spa#0-108,48,808,708,700%
Holiday Inn Algarve Albufeira#0-107,98,40-8,70-
Holiday Inn Express & Suites Lisbon - Príncipe Real#0-10---8,40-
Amazónia Jamor#0-10---7,10-
Amazónia Estoril#0-10---7,30-
Amazónia Palmela#0-10---8,40
Complaints#N.º-78435937%
Holiday Inn Express Aeroporto#N.º-9-N.D.-
Holiday Inn Express Plaza Saldanha#N.º-3-2-
Holiday Inn Express Alfragide#N.º-5-5-
Holiday Inn Express Avenida da Liberdade#N.º-1-2-
Holiday Inn Express Porto City Centre#N.º-5-3-
Holiday Inn Express Porto Exponor#N.º-0-2-
Maxime Boutique Hotel#N.º-110-
Hotel Real Palácio#N.º-2613117%
Real Residência#N.º-3---
Grande Real Villa Itália Hotel & Spa#N.º-2-N.D.-
Hotel Real Oeiras#N.º-64775%
Grande Real Santa Eulália Resort & Hotel Spa#N.º-2718N.D.-
Real Marina Residence#N.º-002-
Real Marina Hotel & Spa#N.º-4412200%%
Holiday Inn Algarve Albufeira#N.º-10102-80%
Holiday Inn Express & Suites Lisbon - Príncipe Real#N.º---0-
Amazónia Jamor#N.º---9-
Amazónia Estoril#N.º---N.D.-
Amazónia Palmela#N.º---N.D.-
Diversity in management posts19
Economic performance5
Economic performance
IndicatorUnit2022202320242025Δ 24–25
Total revenue#M€6777,2984,2093,3911%
Operating costs#M€42,831,2932,6936,2910%
Salaries#M€1720,4169,5626,70-
Employee benefits#M€1,20-
Payments to suppliers#M€3135,47-41,78-
Operating data7
Operating data
IndicatorUnit2022202320242025Δ 24–25
Hotels#N.º1515141721%
Rooms#N.º1 934181219232223+15,6%
Room nights sold#N.º498 507500 350520 003560 108+7,7%
Guests#N.º860 410933 555987 8611 054 323+6,7%
Occupancy rate#%63%71%74%75,3%+1,3 p.p.
RevPAR#6983,2390,4595,19+5,2%
Average daily rate#109116,42121,30126,45+4,2%
The 2 260 rooms are the physical count at 31 December 2025; the 2 223 in the table are the annual average of available rooms.