Paradisus by Meliá Fuerteventura: Setting the Standard for Sustainable Luxury
The prestigious British newspaper The Times has recently ranked the Paradisus by Meliá Fuerteventura as the top hotel in its list of the 13 best hotels in Fuerteventura. This recognition not only celebrates excellence in hospitality but also highlights innovative value creation through strategic business collaboration. At the heart of this luxurious and sustainable tourism landmark in the Canary Islands lies the alliance between Banca March and Meliá Hotels International—a partnership that embodies principles of durability, long-term vision, and co-investment.
A Collaborative Success Story
The cooperation between Banca March and Meliá Hotels International was formalized in 2023 through a joint venture that led to acquiring three hotels—two in Fuerteventura and one in Ibiza, all under Meliá’s management. In a strategic move, both companies solidified their partnership in 2025 with a second deal to purchase and reposition two significant properties in Mallorca and Tenerife. This expansion demonstrates their commitment to a joint strategy in the premium segment.
These initiatives effectively merge Banca March’s financial expertise with Meliá’s operational capabilities, resulting in shared value that is both robust and sustainable.
Paradisus by Meliá Fuerteventura: A New Standard of Responsible Luxury
The former Meliá Fuerteventura has been reimagined into the Paradisus by Meliá, the brand’s exclusive “all-inclusive” luxury offering. Nestled alongside the picturesque Sotavento beach, this resort boasts architecture harmoniously integrated with the landscape and offers farm-to-table dining experiences. It aims to connect guests with the natural and cultural richness of the area under the philosophy of destination inclusive.
During the inauguration ceremony, José Luis Acea, CEO of Banca March, underscored the exemplary nature of this project: “This collaboration not only unites two companies with common roots and shared values but also opens avenues for our clients to partake as partners through our Co-investment strategy.”
Co-Investment: Banca March’s Signature Approach
Co-investment is the essence of Banca March’s business model. This philosophy goes beyond mere asset management, allowing clients to engage as partners in the same vehicles and projects where the bank and its shareholders invest. Given the fully family-owned character of Banca March, this unique approach has positioned the institution as a leader in the alternative asset market in Spain.
As José Luis Acea states, “Co-investment is, without a doubt, the way we share with our clients the success of our business model, focused on the joint growth of clients, employees, shareholders, and society at large.”
Banca March opens doors to a diverse array of alternative assets—private equity, venture capital, private debt, real estate, and infrastructure—carefully selected based on prudent and diversified criteria. This model allows clients access to exclusive investment opportunities typically reserved for large institutions.
Since 2008, the Banca March Group has invested alongside its clients over €3.9 billion in illiquid assets, achieving a remarkable two-fold return on real economy projects. More than 3,900 co-investors have engaged in various operations both in Spain and internationally. A notable example includes Verisure, where Banca March clients participated as co-investors in what became the largest European IPO this year.
Real Economy and Lasting Impact
The Paradisus by Meliá Fuerteventura exemplifies how co-investment can transform tangible assets into projects that generate economic, social, and environmental impacts. The investment has not only revitalized an iconic hotel but has also strengthened Fuerteventura’s tourism offering, boosting local employment and activity.
Initiatives like this exemplify Banca March’s commitment to responsible investing focused on robust, sustainable sectors with future potential, ultimately delivering tangible value to clients and society as a whole.
