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We are excited to share the latest edition of the Law Update, beautifully and appropriately titled “Sustainable Horizons: The Saudi Arabian Vision.” Giving special honor to the Kingdom’s 2030 vision, this update focuses on a collection of both informative and inspiring articles.
For those in construction, you can learn about how the tendering environment impacts risk-pricing for contractors, the updates on the legal framework of the construction industry and how contractors can protect themselves against financial difficulties.
There is good news too from the kingdom’s banking sector, from which the practice of “Open Banking” is being pushed for! But what is open banking? We’re answering that too.
Also . . . Are there any women trail blazers in Saudi Arabia you can name? We’ll help you with that. We cover how the Middle East has been making strides in empowering women in the entrepreneurial space,most notably in STEM fields.Read the full edition
The tourism and travel sectors are currently at the forefront of disruption caused by the global outbreak of Coronavirus (COVID-19) with hotel revenues likely to be significantly impacted both regionally and globally. In the UAE, those hotels with a heavy reliance on Chinese and Iranian tourists have been hardest hit and there has recently been the high profile quarantining of two hotels on Yas Island, Abu Dhabi, following two members of the UAE Tour cycling event testing positive for the virus.
There was already tension in the UAE hotel market impacting both owners and operators with decreased occupation, room rates and revenues and owners experiencing difficulties in servicing their debt obligations. The worldwide Coronavirus outbreak and the resulting economic fallout seems likely to exacerbate such tensions.
The situation is evolving very quickly and daily rates are being dropped in an attempt to increase occupancy. Hotels are also taking urgent steps to reduce their operating expenses, such as placing staff on unpaid leave, closing off floors of the hotel where not required to accommodate guests and reassessing suppliers of goods and services. Below we look at some of the legal ramifications:
In the region, the relationship between hotel owners and operators is most commonly governed by a hotel management agreement (“HMA”). Most HMAs include a performance test whereby a hotel owner may terminate the HMA (or receive a cure payment covering some of the profit shortfall) if the hotel’s performance fails certain performance related tests. A typical performance test involves the operator needing to ensure that both:
Such tests usually need to be failed over a number of consecutive financial years (two years is typical) before the owner’s rights are triggered.
However, a performance test clause will usually contain certain circumstances whereby the hotel is deemed to have satisfied the test despite having not met the relevant performance targets. Force Majeure is one of such events that is typically carved out.
Whether or not a performance test failure can be avoided due to the effects of Coronavirus will depend upon how “Force Majeure” has been defined in the HMA. Although Force Majeure definitions usually contain general sweep up wording that covers all events outside of the reasonable control of the contractual parties, for the sake of certainty, operators will often seek to expressly reference such matters as local, regional or global outbreaks of infectious disease, epidemics or pandemics, and travel disruption affecting the country in which the hotel is located, as specific events of Force Majeure. Operators may also seek to extend the scope of the Force Majeure definition to overseas territories if its sales and distribution platforms have a large reach and a customer base in particular countries. This is so that those source markets for guests that provide a significant part of the hotel’s revenue are included and events such as travel restrictions being imposed upon, or even a general economic downturn in, such key target markets are included as events of Force Majeure. As the Force Majeure definition is key to the performance test, a hotel owner will often seek to limit its scope through localising the definition to just cover relevant events that occur within the country in which the hotel is located (with general market and economic conditions also expressly excluded).
The HMA should also be closely examined regarding how the Force Majeure carve out operates specifically in relation to the performance test. For example, if a Force Majeure event and its likely effect on revenue and profit is within the knowledge of the operator at the time that the annual budget is agreed or determined, then there may be wording included preventing such event from being relied upon to neutralise the GOP Test, as such matters should have been taken into consideration at such time.
Also, in relation to the “RevPAR Test”, there may be wording whereby Force Majeure may not be relied upon to the extent that it also generally affects the other hotels in the Competitive Set (as RevPAR is likely to be affected in a similar way for all of such hotels). For example, if Coronavirus has generally reduced RevPAR across the Competitive Set, the hotel’s percentage target will be similarly reduced and it is unlikely that the hotel would, in such circumstances, fail the RevPAR test (as the other hotels in the Competitive Set would be similarly impacted). However, if this is not the case and the hotel has failed the RevPAR test, then reliance on the event of Force Majeure (i.e. Coronavirus) as a direct cause for the failure would, if challenged, need to be proved.
However, if, for example, the hotel was shut down due to a specific outbreak at the hotel, it would be reasonable to allow this as a direct cause of the failure of the RevPAR test.
For those HMAs entered into between owner and operator prior to or during construction (which remains the most common form of HMA in the region), the owner is obligated to comply with various milestones dates, usually relating to construction commencement, completion and hotel opening, which, if not met, places the owner at risk of termination by the operator. However, events of Force Majeure usually allow for the relevant milestone date to be extended up to a maximum long stop date. Supply chain issues caused by the Coronavirus are having a palpable effect on construction timelines. Owners should therefore review the Force Majeure clauses in their HMAs if it is likely that such construction delays could potentially place the owner in breach and at risk of termination.
HMAs also usually contain a general Force Majeure clause whereby one of the parties is relieved from its obligations and not in breach where such performance is prevented due an event of Force Majeure. These vary in nature. Sometimes they just provide for the applicable timeframe to perform the relevant obligation to be extended accordingly and for the parties to consult with each other as to how best to overcome and mitigate the Force Majeure event. However, some clauses may contain a long stop date whereby if the relevant Force Majeure event persists for a certain amount of time, a right for one or both of the parties to terminate arises. Such clauses may come into play if the effects of the virus persist for a long period of time, such as with a long term closure.
Partner, Head of Real Estate, Hotels & Leisure
Senior Counsel, Real Estate, Hotels & Leisure
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