Frequently asked questions

HQC verifies zoning itself at the land acquisition stage — including a triple cross-check of boundaries against the national land registry (BPN) and the resolution of any discrepancies with neighbouring owners before construction begins. Zoning for Satori and Bloom is confirmed as hotel-class land (KBLI 55193). Aravita is zoned for long-term residential use.

PBG (Persetujuan Bangunan Gedung) is the building permit confirming that a project has passed state review before construction begins.

The land lease extension mechanism is one of the key competitive criteria when choosing a project. That is why our legal department agrees a transparent and guaranteed leasehold extension procedure with the landowner in advance, at the project preparation stage.

Every HQC project provides for a guaranteed lease extension of at least 30 years on pre-agreed terms. These obligations are recorded in notarised Master Lease Agreements, which are openly available. If needed, our specialists will walk you through the terms and show you the provisions governing the extension procedure.

With the required permits in place, a property can be legally rented out on a short-term basis. Since 2026, Indonesia has tightened the requirements for listing properties on Airbnb and Booking: a registered NIB and other mandatory permits are now needed to operate. All HQC projects come from the outset with a complete package of the necessary licences, including PBG, the appropriate tourism zoning, and the legal infrastructure for compliant short-term rental.

Key structural decisions undergo additional review by specialist engineers. For concrete, a 10-day curing cycle is controlled: mix composition, pouring technology, curing care, and formwork removal timing. The site is inspected 2–3 times a day, with regular technical supervision and photo and video documentation of key stages. Engineering systems (electrical, water, drainage) are tested by our in-house department at every stage of construction.

Yes. Any HQC project is open for a visit on any day, by prior appointment.

Villas — 10 years on load-bearing structures and the pool shell, 12 months on finishes.

HQC is a full-cycle developer (land → design → construction → furnishing → handover to brand management), so the company itself is accountable for construction and warranties — not a contractor.

At every property except Bloom, management is handled by HQC itself. Full management by a hotel operator applies only at Bloom. At the other properties the brand operates on a franchise model, or in-house management applies.

There is no single template: each property has its own agreement, and the terms differ substantially. Some run on a franchise, others on full management — no two sets of terms are the same.

The general logic is this: the operator is responsible for the brand, service standards and guest flow, while operational management of the property stays within HQC.

Apart from Bloom, we do not hand management to the operator: the properties run on a franchise basis. The operator brings in guests; we handle all operations ourselves. This gives us four things:

• Distribution and cost of acquisition. Operators are major players with their own terms at online travel agencies (OTAs) and tour operators. Working under the brand, we gain access to those terms and those acquisition discounts.
• Higher ADR. An international brand lifts the average daily rate — it is consistently higher than at an unbranded property.
• Loyalty programmes. Each operator runs its own: it brings in repeat guests on preferential terms and fills the property directly.
• Budget control. Keeping operations in-house lets us manage the entire budget and monitor operating expenses, while the operator oversees compliance with standards and service quality. The combination of the two delivers the strongest results.

There is no need to contact anyone — the management company handles it. The exact procedure depends on the complex, but the underlying approach is the same: the property is in rental operation, we monitor its internal condition in full, and we carry out repairs ourselves. As a rule, the owner never even learns of a fault — it has already been fixed.

In addition, each property’s financial model includes an allocation for depreciation. It covers both ongoing repairs and the planned replacement of furniture in the future.

At every property except Aravita, a full pooling system applies. All income from the pool of rooms in one category (standard rooms, for example) is aggregated, operating costs are deducted, and the result is divided by the number of units in the hotel.

Terms are individual to each property, but the general rule is this: the owner may stay in their unit for up to 30 days per year, covering all costs for the period of stay. Separate terms apply at Aravita.

Around 80% of transactions are completed entirely remotely; around 20% involve an in-person meeting. Most investors prefer to work through the legal and financial details in whatever format suits them, and then complete the transaction remotely. Being present in person is not a requirement — it is purely the investor’s choice.

As a rule, the path from first introduction to the project through to closing takes up to two weeks. In that time the investor reviews the contract documentation and the financial model, receives answers to every legal, technical and conceptual question, and makes a considered investment decision.

The investor receives a complete set of documents covering the transaction:

• the leasehold agreement, registered with an Indonesian notary;
• the construction agreement with the developer;
• the agreement with the management company or hotel operator;
• invoices and receipts confirming each scheduled payment;
• documents confirming handover of the property on completion of construction.

Documents can be executed in hard copy or electronically, using an electronic signature.

The developer imposes no restrictions on the assignment of rights or the resale of a property. An investor may sell a unit during construction — once the first instalment under the payment plan has been made — as well as after the property is commissioned. The decision to sell rests entirely with the investor and depends solely on their investment strategy.

If the developer breaches the delivery deadlines set out in the contract, the investor is entitled to compensation in the form of a penalty for each day of delay. The amount and the calculation procedure are set out clearly in the contract. As a rule, such compensation amounts to no less than 5% per annum.