The scope of the change is significant. Until now, foreign companies were essentially “borrowing” the assets, with limited room to solve day-to-day bottlenecks. Leasing, by contrast, opens the door to more agile decisions on procurement, maintenance, and—crucially—talent management. Some reports indicate that the new contracts will allow chains to set wages and working conditions directly, a long-standing demand among hotel teams that could improve motivation, stability, and service quality.
The bet comes in a challenging context: international tourism has not returned to historical levels. Projections cited by the trade press suggest 2025 will close below 2024, still far from the 4.7 million visitors recorded in 2018. Weak air connectivity, the energy crisis, and internal financial constraints have weighed on the destination’s competitiveness, hurting occupancy and performance for both local and international operators. In this environment, the government hopes leasing will inject investment, speed up decision-making, and enhance the value proposition before the next high season.
Choosing Varadero for the debut is strategic. It is the most visible showcase of Cuban sun-and-sand and concentrates a substantial share of the modern hotel stock. The roadmap envisions expanding the formula to other properties with different partners, under deals negotiated case by case. For now, neither rent amounts nor uniform parameters have been disclosed, but there is a clear intent to secure a stable, transparent contractual framework that provides certainty to investors, staff, and suppliers.
For international chains, the new scheme offers concrete levers: clearer operational governance, a return horizon tied to direct asset operation, and the ability to introduce brand standards without administrative friction. For Cuba, the measure means sharing more risk and control with partners in exchange for greater efficiency, preventive maintenance, and a potential improvement in tax and foreign-currency revenue. Success will depend on contracts that include dispute-resolution mechanisms, guarantees for importing critical operational supplies, and transparent rules for amortizing investments.
The move also aligns with the expansion and repositioning plans of key players. Iberostar, for example, has continued selective investment in Cuba and other markets despite the tough cycle, and its role as the “first lessee” could serve as a barometer for other brands assessing their exposure on the island. If the pilot delivers measurable gains in satisfaction, occupancy, and RevPAR, the model will likely spread, with impacts across the local value chain—from employment to ancillary services.
Beyond the economics, the announcement sends a political and regulatory signal: Cuba is willing to introduce deeper forms of collaboration with foreign private sector partners to restore dynamism in tourism. The challenge now is to turn a contractual innovation into tangible results. That means executing investments without delay, strengthening energy and logistics supplies, and ensuring that increased operational autonomy translates into consistent visitor experiences. If the equation works, leasing could become a path to relaunch the country’s iconic destinations and rebuild confidence in key source markets. The clock is ticking toward January 2026, with Varadero as the proving ground for a Cuban tourism sector seeking, at last, fresh air.
