Hôtellerie

Rocco Forte: 'Three new openings by 2027. Europe, an alternative to the Middle East'

Interview with the 'sir' of hospitality. In addition to Costa Smeralda, Naples and Noto, five other projects are being studied. There is growing interest in lakes and mountains and a bet on wellness and longevity. The crisis? "It will depend on the duration. But fuel and a halt in arrivals from the USA could create problems"

by Laura Dominici

24 April 2026

5' min read

Translated by AI

Versione italiana

5' min read

Translated by AI

Versione italiana

The group's DNA is already written in its company name: Rocco Forte & Family Plc. A name that is a true declaration of intent, capable of reaffirming the centrality of the family history (4 generations of hoteliers) even in the face of an international corporate evolution.
Although the group is a structured Plc, with the Saudi sovereign fund Pif now a 49% shareholder, the soul of hospitality signed Forte remains firmly anchored to that family value that acts as a guarantee seal for every property. We met Sir Rocco Forte in Milan on the occasion of the award conferred on him by the consultancy firm Pkf at the 196+ event, coinciding with the Salone del Mobile. A 'Lifetime Achievement Award', or more simply a career award.

A story, that of Rocco Forte Hotels (around £320 million annual turnover with 15 hotels, private villas and Rocco Forte House and 4 to open by 2028), that encapsulates the characteristics of the family.
To Sir Rocco Forte the guidance and development, to his sister Olga Polizza, head of design, the task of creating a unique atmosphere in each hotel, a bit like furnishing one's own home, with art objects attached. And then there is the new generation in the field, with Sir Rocco's three sons already active in the company. If in terms of design, the brand has always focused on the exaltation of unique and tailor-made projects, the importance attributed to its employees, those who animate the structures, is emphasised by Rocco Forte himself: "It is the front-line staff that make the company's offer tangible" and to the young people he says: "The hotel sector is a great industry and involves people, it has a fundamental social aspect, which is why in managing the business we focus on the sense of belonging, respect and the valorisation of the staff". When asked what are the sources of inspiration that govern the business, he explains: "The cultural and artistic offer of the place, the design and the high level of service towards the guest".

Your chain has a high percentage of foreign guests, what are you experiencing in terms of market trends and bookings in this phase of geopolitical crisis?

Yes, in Italia we have about a 50 per cent American presence. I must say that there has been a bit of a pause, but it will depend on what happens in the next few weeks. If the war continues for a long time, it could certainly create problems, with the inevitable shortage of fuel, the closure of some routes, but on the other hand Europe is also chosen by those who were planning to stay in the Middle East or other long-haul destinations.

In November you opened the hotel in Milan and the aim is to grow further in Italia. Where are you with the development plan and what are the next openings?

We have three openings planned for next year. In Sardinia on the Emerald Coast, next to the Pitrizza, an old hotel that has been completely renovated, while in Naples we will have Palazzo Caravita di Sirignano on the Riviera di Chiaia, and in Sicily, in Noto, Palazzo Castelluccio, an old palace that we are transforming into a hotel. In Puglia we will then have an opening the following year, which will flank the Torre Maizza in Fasano. These are the projects already announced, but we are studying others, which are not yet fully defined, but we can talk about another four or five new entries.

What are the clusters of new projects being evaluated?

One is definitely the lake segment: we are evaluating Como and also Lake Maggiore, and in this case these are resort projects and are quite advanced. The next ones will be resort hotels, also seasonal. We are studying two projects in the mountains, one in the Italian Alps and one in Austria. Then there is a structure in Greece under evaluation and one in Lisbon, where we are negotiating a hotel in the city, an old building that we will transform into a hotel.

A development with a strong focus on conversions of historic buildings

I like to transform buildings that have a history, enhancing that particular storytelling that the new hotel does not have. And this also appeals to our guests, who do not want a repetitive hotel brand, but something different that tells a unique story. That is what I look for in the development of many resorts, then of course there are also the greenfield projects where you start from scratch.

What kind of contractual arrangements do you envisage for the next structures?

We move between ownership, management contracts and leases. In Noto, for example, it is an acquisition, then we will also have co-investors, as for the hotel in Greece, it depends on the opportunities of the individual locations.

Luxury is transforming, focusing more on authenticity than glitz. How do you adjust the level of service in your facilities?

We notice a lot of interest in the activities that can be done in the hotel, from cultural to sporting activities, and then we look for distinctive features in the facility. Our facilities have steadily grown in level, becoming more and more complete in terms of offerings. I must emphasise that our group still lives in a phase where a sense of family is perceived, a warmth that is not easy to find elsewhere and that is being lost in several large brands. This is our heritage and this attracts the experienced traveller, who wants to experience something a little different. This is why we focus so much on personalised service, on taking care of the customer even before they arrive, right up until they leave our hotel. We continue to work on this customer care to constantly improve.

Among the new trends, you have long believed inbranded residences, also introducing the discourse of medical spas

Rather than a medical spa, which provides real medical services, I would speak of a longevity path, thanks also to the fact, for example, that next to the Verdura Resort there is Caltabellotta, which has been recognised as a 'Blue Zone', i.e. a geographical area characterised by exceptional longevity and quality of life. As far as branded residences are concerned, we will also consider the possibility of a mixed development in the future, where the location permits.