TT Bureau: How do you approach adaptability in leadership, and what changes have you personally made to lead your team through uncertain times? 

Saurabh Rai: Encouraging leadership growth and development is an integral pillar of our core company philosophy. Engineering potential, fostering trust, and enabling future opportunities for our global team of exceptional professionals is always a matter of priority for us.

With Human capital being our primary asset, it is a matter of privilege for our leadership team to mentor young and upcoming business leaders and usher them into the next level of career opportunities.

Driven by this philosophy, we truly embrace a challenging business landscape as an opportunity to let our leadership talent flow and grow. Ranging from drastic business adversity during Covid to manoeuvring an ultra-dynamic business marketplace, enabling a larger opportunity canvas by way of role enhancement, diversification, and multi-skilling are some of the ways in which we have been able to help our business leaders develop and grow.

This is clearly visible in long, diverse and unique career trajectories that so many of us have had in our company where it is common to come across decades’ worth of experience across verticals ranging from Sales, Marketing, Revenue Management, Distribution, Business Development culminating into some of the top leadership positions across business verticals and regions in the company. 

This level of adaptability and flexibility across several key positions in the company has in turn led to a culture of innovation and a dynamic energy, allowing us to keep pace with a rapidly evolving global hospitality landscape.

Seema Roy: Adaptability in leadership is essential in today’s fast-paced and volatile environment, particularly when working with a diverse team spread across multiple regions. My approach to adaptability centres on cultivating a culture of open communication, active listening, empathy, resilience, and agility—values deeply ingrained in our organizational philosophy, as Saurabh has emphasized.

Our collective focus is to stay engaged with colleagues, address their concerns, and offer clear guidance to help overcome any challenges effectively. Leading with transparency and a clear sense of purpose is critical for building trust and maintaining team motivation, even during uncertain times. I believe that having a clear vision and leading with credibility is fundamental to setting the team up for success and ensuring steady progress, regardless of external circumstances.

TT Bureau: What emerging trends in luxury and resorts are shaping your brand’s direction?

Seema Roy: We are witnessing a significant rise in demand among luxury travellers seeking hotels that offer exceptional accommodations, personalized service, world-class dining, and outstanding spa facilities. In response, we have prioritized the expansion of our prestigious Legend Collection, which reached over 100 properties globally in 2024.

This milestone includes a notable partnership with Virgin Limited Edition, Sir Richard Branson’s collection of ultra-luxury retreats set in some of the world’s most breathtaking locations. Membership in this exclusive collection is reserved for properties that exemplify the pinnacle of luxury, showcasing extraordinary design, rich stories, and an unwavering commitment to custom-curated experiences.

Each Legend Collection property is a masterpiece, blending timeless design with a unique narrative—whether honouring its historic legacy or embodying a visionary future. Guests enjoy meticulously tailored services that anticipate their every need. Many of these iconic destinations are recognized globally with prestigious accolades such as Michelin stars and Forbes ratings and frequently feature on elite “best of” lists compiled by readers and editors alike. Regional highlights include The Leela Palaces, celebrated for their luxurious experiences and cultural significance.

In addition to luxury, today’s travellers are increasingly drawn to unique, immersive stays that allow them to deeply connect with their destinations. To cater to this growing trend, Preferred Hotels & Resorts introduced the “Live Like a Legend” collection—a curated selection of one-of-a-kind experiences.

These bespoke journeys provide unforgettable opportunities for adventure and cultural immersion, delivered with unparalleled attention to detail. Each experience highlights the hallmarks of the Legend Collection—flawless service, exquisite dining, world-class wellness, and unforgettable accommodations in extraordinary locations.

TT Bureau: Loyalty Programs are key to cultivating guest loyalty. Please share more on the I Prefer Hotel Rewards Program and how it serves as a powerful tool for cultivating guest loyalty across diverse markets

Seema Roy: Launched in August 2013, the I Prefer Hotel Rewards program extends points, status, and other complimentary benefits to members upon eligible stays at nearly 600 participating hotels and resorts worldwide.

In addition to earning points for eligible room nights, members receive additional benefits based on their tier status. The I Prefer program, which is complimentary to join, also offers a free mobile app, available on Apple and Android devices, allowing members to search and book hotel stays, and easily redeem Reward Certificates. 

With 5 million travellers currently enrolled in membership, I Prefer is a valuable resource for fostering guest loyalty for several reasons including:

• Personalized Rewards for Guest Retention: By offering tailored benefits, such as points that can be redeemed for free stays, room upgrades, and exclusive experiences, the program ensures guests feel valued, which strengthens their connection to the brand and encourages repeat visits.
• Broad Market Appeal: With a global network of participating independent hotels, the program resonates with a wide range of travellers, from leisure seekers to business clients, making it an attractive option for guests from various demographics and regions.
• Enhanced Guest Experience: By delivering perks like priority check-ins, late checkouts, and personalized offers, the program elevates the guest experience, fostering deeper loyalty.
• Support for Independent Hotels: The program levels the playing field for independent hotels, providing them access to a powerful loyalty infrastructure that might otherwise be limited to larger chains. This increases their competitiveness and draws new customers who value loyalty benefits.
• Driving New Business: Through its global presence and effective marketing strategies, I Prefer Hotel Rewards attracts first-time guests to participating properties by highlighting the added value and exclusive benefits they’ll receive.
• Data-Driven Insights: The program enables participating hotels to gather valuable data on guest preferences and behaviour, which can be used to create more targeted marketing campaigns and enhance service offerings, further strengthening guest loyalty and engagement.

In essence, I Prefer Hotel Rewards acts as both a retention and acquisition engine, enabling independent hotels and regional brands to grow their customer base while cultivating long-term loyalty.

TT Bureau: What new sustainability initiatives has your brand adopted, and how do you embed this commitment in your leadership?

Saurabh Rai: Our mother company, Preferred Travel Group, established Beyond Green in 2021 as a brand that represents sustainability leadership in action and impact, with a mission and purpose of transforming the global travel and tourism industry, where sustainability is the rule and not the exception.   

More than aspirational, Beyond Green is the embodiment of aspiration put into practice. To be considered for membership, properties are subject to a rigorous, staged vetting process based upon global sustainable tourism standards and the United Nations Sustainable Development Goals, each under the three key pillars of sustainable tourism: environmentally friendly practices that go beyond the basics; support for the protection of cultural and natural heritage; and direct and tangible social and economic benefits to local communities.

An initial property assessment takes place to determine if a hotel, resort or lodge meets the brand’s baseline criteria. This is followed by a detailed application process requiring details on how a property is engaged with sustainable tourism best practices. The last stage of the vetting process includes an on-site property inspection, comprising a review of what Beyond Green has defined as the 54 most important global sustainable tourism criteria that a property must be actively engaged in implementing.

At a brand leadership level, Preferred Travel Group recently announced the official launch of its Climate Action Plan, a comprehensive strategy designed to confront the climate crisis and foster meaningful transformation within the travel and tourism sector. Developed in collaboration with the Travel Foundation, a leading global organization dedicated to sustainable tourism, this initiative reinforces the company’s unwavering commitment to addressing climate change and minimizing carbon emissions across all facets of its operations.

Aligned with the Glasgow Declaration on Climate Action in Tourism, this plan targets a 50% reduction in carbon emissions by 2030, with the ultimate goal of achieving net zero emissions no later than 2050. By embedding climate action into its corporate strategy, we are ensuring that sustainability becomes an integral part of our business practices and a critical metric for evaluating success.

TT Bureau: Technology is transforming guest experiences. What innovations has your brand embraced?

Seema Roy: Technology and innovation play an increasingly vital role in enhancing the guest experience. These advancements offer unique, high-end experiences tailored to the needs and preferences of discerning travellers, ensuring that luxury hotels continue to provide unparalleled levels of service and exclusivity.

For example, Artificial Intelligence and machine learning play pivotal roles in the luxury hotel sector by offering personalized concierge services and 24/7 support tailored to the needs of high-end guests. These technologies enable ultra-personalized itineraries and AI-driven virtual assistants that manage in-hotel experiences, from dining reservations to spa appointments, with concierge-level precision. At Preferred Travel Group, we’re increasingly utilizing data and analytics to help us understand their guests’ preferences, enabling personalized services and exclusive offers that enhance the overall guest experience.

However, it’s important to note that while certain trends, especially in technology adoption, can be compelling, we should remember that nothing replaces the power of direct interaction and communication with guests. Listening to their feedback, understanding their desires, and crafting memorable experiences tailored to their individual preferences are essential for encouraging loyalty and ensuring guest satisfaction.

TT Bureau: How are you adapting your management style and offerings to meet Gen Z’s values and preferences?

Saurabh Rai: To meet Gen Z’s values and preferences, I am adapting my management style by embracing a genuine growth mindset. In today’s fast-evolving and dynamic market, where the pace of change is faster than ever, this mindset is crucial. It allows for the creation of a democratic and inclusive leadership environment that fosters open discussions, encourages freedom of expression, and empowers every team member to contribute meaningfully.

Recognizing that no one person can solve every challenge alone, I focus on building a participative work culture that accelerates innovation through collaboration and free-spirited ideation. This approach aligns with Gen Z’s desire for inclusivity, purpose, and opportunities to make a tangible impact.

Seema Roy: Building on Saurabh’s perspective, I would add that aligning with Gen Z’s values requires an emphasis on authenticity, inclusivity, and flexibility—principles that align closely with our identity as a family-owned hospitality company. They place significant value on work-life balance, making it crucial to offer flexibility and opportunities for personal development which we’re able to through initiatives such as access to eCornell courses. By ensuring they feel supported and valued both in their professional and personal journeys, we can create a workplace that truly aligns with their expectations and aspirations.

TT Bureau: What are the biggest opportunities and challenges ahead for hospitality, and how are you preparing your brand for success? 

Seema Roy: We recognize that the hospitality industry is entering a pivotal era, shaped by evolving traveller preferences, technological advancements, and global challenges. To position ourselves for continued success, Preferred Travel Group is focusing on innovation, collaboration, and sustainability.

By maintaining our commitment to delivering exceptional, personalized experiences while adapting to market demands, we ensure our brand remains a leader in independent luxury hospitality. Through strategic partnerships, technology investments, and an unwavering focus on guest satisfaction, we are confident in navigating the opportunities and challenges ahead.

One of our biggest opportunities is the rise of affluent travellers in emerging markets and a renewed focus on regional travel offers expansion opportunities. We are strategically growing our portfolio in high-demand regions, ensuring we meet the needs of both established and emerging markets.

Talent acquisition and labour retention continue to be one of the biggest challenges for the hotel industry. Today’s traveller expects nothing short of perfection in the luxury segment hyper-personalised service. We believe that it is important to come together as an industry to position the hospitality industry as an incredibly reputable profession.

Hotels should engage universities and hospitality schools to elevate their education opportunities and assist in the recruiting process. Internship and mentoring programs are a fantastic opportunity to engage the labour force much earlier and model how other industries have done this successfully to attract, develop and retain talent.

Read more: Today’s Traveller Interviews

With an ambitious goal to nearly double its portfolio to over 1,000 properties globally within five years, Minor Hotels is setting the stage for transformative growth. Leading this charge in Asia is Puneet Dhawan, whose recent appointment as Head of Asia marks a pivotal moment for the group.

From expanding into high-potential markets like China and India to introducing new midscale and luxury brands across Southeast Asia, Dhawan’s strategic roadmap is as bold as it is thoughtful. His focus extends beyond growth; it includes fostering immersive guest experiences, promoting sustainable practices, and supporting local communities.

Under Dhawan’s leadership, Minor Hotels aims to redefine luxury and experiential travel in the region. With innovative offerings like wellness retreats, heritage restorations, and slow travel initiatives, Dhawan is steering the company towards creating lasting value for both guests and destinations alike.

With your recent appointment as Head of Asia in Minor Hotels, what are the key areas you aim to focus on to strengthen Minor Hotel’s market presence?

Puneet Dhawan: It’s an exciting time to join Minor Hotels as we plan to nearly double our portfolio to over 1,000 properties worldwide within the next five years. In Asia alone, for 2025, we have 10 new openings currently scheduled with the aim to add an additional 100 hotels and resorts by the end of 2026.  

There are several ways we are increasing our current portfolio. First, we will continue expanding into high-potential markets like China and India, capitalising on their large consumer base and robust growth prospects. Thailand remains a strong focus in Southeast Asia, while we are also looking to expand our footprint in Vietnam, Indonesia and Malaysia. We are also exploring entering new markets throughout the region such as Japan and the Philippines.

Our strategy has been to focus on cross-developing our eight hotel brands across our global portfolio. In the past year, we launched more NH and NH Collection-branded properties in Asia, outside the brands’ stronghold in Europe and the Americas. This shift is significant for Minor: while we’ve historically concentrated on the luxury and lifestyle segments in Asia, we now see substantial opportunities in the midscale and upscale sectors. As a result, we anticipate brands like NH will experience rapid growth in these markets.

We recently opened two ‘firsts’ in our home market of Thailand, with the first NH Hotels & Resort property in Bangkok – NH Bangkok Sukhumvit Boulevard Hotel – and the first NH Collection resort on Koh Samui – NH Collection Samui Peace Resort. These properties joined two NH and NH Collection openings in Sri Lanka and one in the Maldives earlier this year. We will continue to leverage our brand portfolio and expand our brand offering with new additions in the coming years to address unmet owner and guest needs. 

Throughout Asia, we are enhancing the guest journey by emphasising immersive, experiential travel. Across Southeast Asia, we offer travellers various methods of ‘slow travel’ to experience the beauty of the respective countries. This year, we expanded The Vietage by Anantara service to include journeys from Quy Nhon to Nha Trang in Vietnam and launched a new river cruise in Laos with Mekong Kingdoms called Boheme. We also expanded in the holistic wellness sector by introducing Layan Life by Anantara. This one-of-its-kind offering in Phuket blends modern wellness techniques with traditional Thai medicine to help people throughout their various stages of life.

Minor Hotels is beginning to expand its footprint in India. Can you discuss upcoming plans for new properties Minor Hotels might introduce to the Indian market? 

Puneet Dhawan: Earlier this year, we announced our target of 50 new openings in India within the next 10 years. We currently have two properties in India following the opening of Anantara Jewel Bagh Jaipur Hotel, which had its soft opening in November, and Oaks Bodhgaya Hotel. We are in various stages of discussions with partners across the country and are excited by the overwhelming interest in our brands from property owners in India.

India has many untapped tourism hotspots and the ability to create new destinations that appeal to domestic and international tourists. For Minor Hotels, the art of destination creation has always been central to our global strategy, and we believe it will be essential to our success in India.

While having a presence in major metros matters, we will focus on emerging destinations with demand for premium and luxury hospitality with our Anantara, Avani and NH Collection brands. In urban locations, there are many up-and-coming cities, especially in Southern India, thanks in part to airlines increasing domestic and international connectivity and infrastructure investments. There are also tier two and tier three cities that could be a fit for our select NH Hotels & Resorts brand. 

We are not limiting ourselves to cities, either. Our Anantara brand is well-suited for luxury resorts, wellness retreats and wilderness lodges in places like the southern hill towns and the northern Himalayas. 

As part of our ‘asset-right’ strategy, our expansion in India will be driven by a mix of owned/leased properties, HMAs and franchise agreements.

What initiatives is Minor Hotels considering to promote environmental sustainability and social responsibility in its South Asia operations?

Puneet Dhawan: As we enter new markets like India, our first priority is to lay a solid sustainability foundation by implementing our global best practices from day one. We then look to hyper-localise these efforts to reflect and support the surrounding community, environment, and cultural traditions.

A compelling example of this approach in South Asia can be seen in Sri Lanka, where Anantara Peace Haven Tangalle Resort has embraced ambitious environmental initiatives tailored to its local ecosystem and recently became one of just 30 Minor properties to receive the prestigious Green Growth 2050 Platinum certification. The resort converted nearly 90,000 sqm of land into a chemical-free zone, fostering habitats that support sensitive indigenous species, while also partnering with Sri Lanka’s Department of Wildlife Conservation to establish the Rekawa Turtle Sanctuary, which has successfully safeguarded more than 11,000 baby turtles. 

Such endeavours in Sri Lanka serve as a blueprint for our expansion in India. For example, at our Anantara Jewel Bagh Jaipur, we are exploring ways to highlight the region’s artisanal heritage and integrate local crafts into the property experience, infuing the hotel experience with local culture while also supporting local craftspeople.

Similarly, we intend to adapt brand-wide sustainability programs like the Dollar For Deeds CSR initiative and Green Growth 2050 benchmarks to the Indian context, ensuring that each property not only meets global standards but also contributes meaningfully to its local environment and community. Over time, these efforts will help us cultivate authentic guest experiences rooted in both ecological stewardship and cultural integrity.

At the group level, Minor Hotels has also committed to becoming a net-zero organisation by 2050 and set intermediate goals of reducing energy and water intensities and carbon dioxide emissions.

What do you see as the biggest challenges and opportunities in the hospitality sector in South Asia, and how are Minor Hotels positioned to address these?

Puneet Dhawan: India has a significant gap in experiential luxury properties despite its incredible heritage and cultural richness. We see an opportunity to fill this void by introducing world-class luxury experiences that celebrate the country’s history, such as restoring and reimagining legacy properties like forts and palaces. Anantara, with its expertise in blending heritage with contemporary luxury, is perfectly poised to take these assets to a global stage while preserving their authenticity.

Simultaneously, the country’s youthful demographic, with a median age of around 30, signals a growing appetite for lifestyle-focused, vibrant hospitality experiences. Avani, with its “fun and funky” approach, is well-suited to cater to this emerging segment, offering dynamic spaces that resonate with a younger audience.

India’s deep connection to wellness and wellbeing, as the birthplace of Ayurveda, further presents an unparalleled opportunity. Minor Hotels’ renowned wellness offerings, exemplified by the globally recognised Anantara Spa, align naturally with this tradition, creating spaces where guests can connect with holistic practices in their land of origin.

The country’s vast wildlife potential is another area ripe for development. Drawing on our success with the Elewana Collection in Africa, as well as Anantara and Avani’s growing footprint in nature-focused destinations, Minor Hotels is uniquely equipped to craft immersive wildlife experiences that balance luxury with conservation.

Lastly, as Indian hotel owners become increasingly sophisticated, they seek partners who understand the local context rather than imposing rigid, standardised frameworks. Minor Hotels’ philosophy of “thinking global, speaking local” ensures we can meet these evolving expectations, offering flexibility and cultural alignment that sets us apart. 

Read more: Today’s Traveller Interviews

The iconic Maha Kumbh Mela, held once every 12 years, is set to commence on January 13, 2025, in Prayagraj, a city revered as the confluence of spirituality and culture. Recognized by UNESCO as an Intangible Cultural Heritage in 2017, the Kumbh Mela has evolved into a global event, drawing millions of pilgrims, spiritual seekers, and tourists from around the world.

In anticipation of this monumental event, the Government of Uttar Pradesh is undertaking extensive preparations to ensure a seamless, meaningful, and sustainable experience for attendees. Officials have highlighted Prayagraj’s pivotal role in promoting religious tourism and the state’s commitment to enhancing the spiritual, cultural, and environmental aspects of the Maha Kumbh.

From infrastructure upgrades to advanced crowd management systems, every measure is being implemented to accommodate the massive influx of visitors while prioritizing sustainability. The 2025 Maha Kumbh is poised to once again showcase India’s deep-rooted traditions and its ability to host one of the world’s largest congregations of faith with unmatched hospitality and precision.

TT Bureau: What is the significance of the Mahakubh?

Mukesh Kumar Meshram: The Mahakumbh is a mega spiritual gathering held every 12 years in Prayagraj, UP.

It is one of the most significant events in India, attracting over 40 million pilgrims and tourists from around the world. The Mahakumhbh is celebrated over 45 days, featuring sacred rituals, including bathing at the Sangam, the confluence of the Ganga, Yamuna, and Saraswati rivers.

Known for its cultural and spiritual significance, the event involves extensive planning, city-wide beautification, infrastructure upgrades, and sustainable practices to accommodate the massive influx of visitors.

It represents a confluence of faith, tradition, and community spirit on an unparalleled scale. The event will begin on January 13th and continue for 45 days, ending on February 26th.

TT Bureau: How long has the preparation been underway?

Mukesh Kumar Meshram: Preparations have been ongoing for over two years. This includes significant infrastructure development across the city and surrounding regions. A large influx of devotees is anticipated from across India and various other countries, as the Department of Tourism ramps up efforts to promote the Maha Kumbh Mela.

Initiatives such as roadshows, prelude events, and targeted promotional campaigns are being organized to attract visitors, particularly from countries with a substantial Indian diaspora, ensuring global participation in this spiritual extravaganza.

TT Bureau: What infrastructure projects have been undertaken?

Mukesh Kumar Meshram: Key infrastructure projects include:

• Roads: Expansion of roads connecting Prayagraj to Ayodhya and Varanasi, upgrading them from two-lane to four-lane and six-lane highways.
• Rail Connectivity: Collaboration with the Railway Department to run extra trains during January and February to manage the influx of pilgrims.
• City Makeover: Beautification of road junctions, renovation of facades, and strengthening river ghats, particularly at the Sangam.

TT Bureau: How is the administration handling crowd management during peak dates?

Mukesh Kumar Meshram: Certain dates, known as Shahi Snans, are expected to draw the largest crowds. The railway department will adjust the number of trains based on passenger demand during these peak dates.

TT Bureau: Are there any technological advancements being implemented for the event?

Mukesh Kumar Meshram: The ‘Digital Mahakumbh Experience’ is a cutting-edge initiative leveraging Virtual Reality (VR), holographic displays, and digital projections to offer pilgrims an immersive journey into the spiritual and cultural essence of the Maha Kumbh.

Visitors can virtually experience rituals like the Snan Parv and the Triveni Sangam’s grandeur, relive historical Kumbh moments, and engage with interactive narratives about Prayagraj’s heritage.

By blending tradition with technology, this initiative enhances the festival’s global appeal while connecting audiences to its timeless legacy in a modern, engaging way. LED boards and panels will be used instead of traditional materials for signages to provide information to visitors while promoting sustainability.

TT Bureau: What measures are being taken to ensure cleanliness and safety at Mahakumbh Mela 2025 ?

Mukesh Kumar Meshram: The primary objective is a clean Mahakumbh. Biodegradable materials will be promoted, and strict guidelines have been issued to all participants and organizations setting up stalls to adhere to these eco-friendly measures. The event will emphasise a clean and sustainable approach. The entire area is being declared polythene and plastic-free.

TT Bureau: What is the government’s approach to learning from past events?

Mukesh Kumar Meshram: The administration is leveraging the experiences and best practices from the 2019 Kumbh, which was organised under the same leadership. This has allowed for improvements in planning and execution to make the current Mahakumbh even more memorable.

TT Bureau: What additional initiatives are being undertaken for city beautification for Mahakumbh 2025?

Mukesh Kumar Meshram: Beyond road and ghat improvements, decorative elements are being added to various parts of the city, and significant efforts are being made to enhance the overall aesthetics of Prayagraj.

TT Bureau: Which departments are involved in the preparations?

Mukesh Kumar Meshram: Several departments are actively involved, including:

• Urban Development
• Irrigation
• Environment
• National Highway Authority
• PWD
• Tourism
• Culture
• Transport
• Medical and Health

Each department has prepared detailed action plans to ensure the smooth execution of the Mahakumbh 2025.

TT Bureau: How are environmental concerns being addressed?

Mukesh Kumar Meshram: Environmental sustainability is a top priority for Mahakumbh 2025. The administration has taken measures to reduce waste, promote biodegradable materials, and limit the use of disposable items. The emphasis on digital signage is another step towards reducing environmental impact.

Read more – Today’s Traveller Interviews

At Karma Lakelands, sustainability isn’t just a principle—it’s a way of life. Inspired by a deep connection with nature and the creative ingenuity of Padma Shree Awardee Nek Chand, the Founder envisioned a harmonious blend of luxury and eco-consciousness. From utilizing renewable energy and organic farming to achieving significant milestones like a 30% carbon sink with over 200,000 trees, Karma Lakelands stands as a testament to how environmental stewardship can redefine hospitality. Through innovative practices and a commitment to community engagement, the property inspires a greener future while delivering an unparalleled luxury experience.

TT Bureau: What inspired the sustainability initiatives at Karma Lakelands, and what drove you to incorporate these principles into the property’s development?

Ashwani Khurana: My inspiration for Karma Lakelands’ sustainability initiatives comes from a deep connection with nature. I was fortunate to befriend Padma Shree Awardee Nek Chand, whose passion for creating art from discarded materials ignited my own love for the environment. Inspired by his work, I started to develop a keen interest in tree planting, and over the years, this interest evolved into a passion for promoting responsible environmental practices.

I believe that we have a responsibility to preserve our planet, and Karma Lakelands is a testament to this belief. From water conservation to organic farming, every aspect of the property is designed to minimize our impact on the environment. I hope that Karma Lakelands serves as an example of how luxury and sustainability can coexist, inspiring others to embrace eco-friendly practices.

TT Bureau: In what ways does Karma Lakelands maintain a luxurious hospitality experience while upholding its commitment to environmental sustainability?

Ashwani Khurana: We strive to create a luxurious experience at Karma Lakelands while respecting the environment. We achieve this by combining high-end amenities with sustainable practices. For instance, we utilize renewable energy sources to power the property, and we harvest rainwater to conserve water resources. We also practice organic farming to reduce the use of harmful chemicals and promote biodiversity. By implementing these eco-friendly initiatives, we ensure that our guests can enjoy a luxurious stay without compromising the environment.

TT Bureau: What obstacles have you encountered in implementing these sustainable practices within the hospitality sector?

Ashwani Khurana: Implementing sustainable practices in the hospitality industry is not without its challenges. One significant hurdle is overcoming resistance to change, as many traditional practices are deeply ingrained. Additionally, training staff to adopt new, eco-friendly methods can be time-consuming and resource-intensive.

Balancing luxury with sustainability is another complex task. Guests expect a high level of comfort and convenience, which can sometimes conflict with environmental goals. Sourcing sustainable products can be difficult and often more expensive than conventional alternatives. Despite these challenges, we remain committed to finding innovative solutions to create a more sustainable future for the hospitality industry.

TT Bureau: How do you assess the effectiveness and impact of your sustainability initiatives at Karma Lakelands?

Ashwani Khurana: We measure the effectiveness of our sustainability initiatives by tracking waste reduction and recycling efforts. We aim to divert as much waste as possible from landfills through recycling and composting, with a focus on reducing single-use products. To ensure guest and employee engagement, we collect feedback and monitor participation in eco-friendly programs. We also provide regular training to our staff to align their practices with our sustainability goals.

In addition, we conducted a comprehensive carbon footprint assessment for the past five years, aligning with the Paris Agreement and national net-zero goals. Led by experts from TERI School of Advanced Studies, we unveiled the “Karma Lakelands: Accelerating Net Zero Pathways and Sustainability” report during the “Future Green Leaders Meet-2024” on September 27, 2024.

Key milestones in our sustainability journey include meeting 20% of our energy needs through solar power, establishing a 30% carbon sink with over 200,000 trees, and improving soil carbon sequestration. These initiatives have not only positively impacted the environment but have also contributed to a 59% revenue increase. Looking ahead, we plan to further expand our solar capacity, enhance energy efficiency, increase forest cover, and promote community engagement to achieve our net-zero emissions goal.

TT Bureau: What insights can you share with other luxury hotels or businesses seeking to adopt sustainable practices without sacrificing quality?

Ashwani Khurana: To successfully implement sustainable practices without compromising luxury, it’s essential to focus on energy efficiency and waste reduction. This can be achieved through initiatives like energy-efficient lighting, zero-waste policies, and the reduction of single-use plastics. Educating guests about eco-conscious practices is crucial. By discreetly incorporating green technologies and providing informative materials, we can encourage guests to participate in sustainable efforts.

Collaborating with like-minded suppliers and maintaining transparency in sustainability efforts can further enhance our impact. Engaging staff in our vision is also vital, as they play a key role in implementing and promoting sustainable practices. By adopting a long-term perspective on sustainability, we can view it as an investment rather than a cost. This approach allows for innovation and the development of luxury experiences that align with our environmental and social commitments.
Ultimately, our goal is to minimize our environmental footprint while providing our guests with a peaceful and rejuvenating experience.

TT Bureau: How do you educate and engage your staff on sustainability practices to ensure that everyone is aligned with the property’s goals?

Ashwani Khurana: At Karma Lakelands, we take a comprehensive approach to educating and engaging our staff in sustainability practices to align with the property’s goals. Moreover, leadership plays a crucial role in setting the tone.

We conduct regular workshops and training sessions to educate staff on sustainable practices, such as water conservation, energy efficiency, waste management, and eco-friendly hospitality. We share the property’s sustainability goals and updates with all team members through meetings, newsletters, and notice boards. This ensures transparency and reinforces the importance of their contributions.

To keep staff motivated, we recognize and reward employees who excel at adopting sustainable practices.  This fosters a sense of pride and commitment.

TT Bureau: How do you think the hospitality industry as a whole can further embrace sustainability, and what trends do you foresee shaping its future?

Ashwani Khurana: The hospitality industry can further embrace sustainability by prioritizing energy efficiency, reducing waste, and sourcing locally. By implementing innovative technologies like renewable energy sources and water conservation systems, hotels can significantly reduce their carbon footprint. Additionally, by offering guests eco-friendly options like reusable amenities and plant-based menus, hotels can promote sustainable choices. As technology advances, we can expect to see more sophisticated solutions for energy management, waste reduction, and sustainable building design. Additionally, there will be a growing emphasis on local sourcing, farm-to-table dining, and regenerative tourism practices.

TT Bureau: What personal experiences or values have influenced your commitment to sustainability in the hospitality sector?

Ashwani Khurana: My personal experiences and values have deeply influenced my commitment to sustainability in the hospitality sector. Growing up in a challenging environment, I learned the importance of resilience and the power of overcoming adversity. This experience instilled in me a strong work ethic and a determination to succeed.

Furthermore, my early exposure to the negative impacts of consumerism and waste inspired me to adopt a more sustainable lifestyle. I realized that our actions have a significant impact on the environment and that it is our responsibility to minimize our ecological footprint. This realization led me to incorporate sustainable practices into my business ventures, including the development of Karma Lakelands.

Read more – Today’s Traveller Interviews

TT Bureau: How does Holiday Inn Express balance its services to effectively appeal to both B2B and B2C clientele?

Vaibhav Jain: As a brand’s commitment, it’s in our DNA to effectively standardise and balance the services to appeal to both B2B and B2C clientele.

For us, service means delivering great amenities to smart travellers. By consistently offering a comfortable and efficient experience for guests, Holiday Inn Express hotels make guests’ missions easy no matter where they are in the world.

For travellers on the go, Holiday Inn Express provides more where it matters most – a great night’s sleep with our Express Recharge program, focused service from genuine people, and the Express Start Breakfast included in the rate, all designed to help guests feel more than ready for their day.

TT Bureau: What key strategies do you follow to maintain this balance?

Vaibhav Jain: Our key strategies encompass a comprehensive approach aimed at delivering exceptional service, meeting the specific needs of our diverse clientele, and ensuring a strong value proposition.

These strategies are designed to maintain consistent quality across all locations, provide tailored amenities that cater to business and leisure travellers alike, and uphold a commitment to affordability without compromising comfort or reliability. By focusing on these pillars, we strive to create memorable and seamless experiences for all our guests while reinforcing our brand’s reputation in the competitive hospitality market.

Standardized Service Quality: Holiday Inn Express, throughout the region, maintains a consistent service standard across all its locations, ensuring a reliable and predictable experience for all travellers, more so for business and transient travellers. The consistency and no-surprise stays appeal to our B2B clients who value reliability for their employees, as well as to B2C clients who seek comfort and consistency during their stays.

Business-Friendly Amenities: Understanding the needs of business travellers, Holiday Inn Express offers amenities such as free high-speed internet, complimentary breakfast, comfortable workspaces, and meeting rooms. These amenities cater directly to the needs of B2B clients, facilitating business meetings and productivity.

Value for Money: Our brand positions itself as value-oriented, offering competitive pricing and additional perks like the aforementioned breakfast and internet. This value proposition is attractive to both B2B clients looking to manage travel costs and B2C clients seeking affordability without sacrificing comfort.

As the fastest-growing brand for IHG Hotels & Resorts, Holiday Inn Express aims to enable real, human connections for our guests by providing a simple, smart travel experience. By effectively balancing these strategies, Holiday Inn Express positions itself as a versatile brand capable of meeting diverse needs, thereby maximizing its appeal across various customer segments.

TT Bureau: What measures does Holiday Inn Express take to maintain value-for-money offerings while ensuring high-quality hospitality services?

Vaibhav Jain: Holiday Inn Express’s central and foremost deliverable as a hotel is to maintain value-for-money offerings in all of the assets in the country. Holiday Inn Express is committed to delivering more where it matters most through a consistent experience, thoughtful design, and value-rich essentials. We maintain it by offering high-quality hospitality services through a strategic approach focused on efficiency and consistency.

The heart and soul of the hotel, the Express Café & Bar, is an integrated lobby and food and beverage experience, providing café inspired meals “around the clock,” no matter the occasion. Whether it’s to eat, linger, work, or relax, there is always something for our guests.

Our guests experience a comfortable and peaceful ‘overnight recharge’ with every stay. Between the plush duvets, quality linens, a choice of firm or soft pillows, and blackout shades – our guests wake up ready to tackle the day.

We offer all the essentials that make our guests’ stay away from home a pleasure – including free Wi-Fi, tea and coffee facilities, and multiple charging points to keep them connected (if they want).

We stay ready for our guests by being attentive and observant – anticipating guest needs and taking action to ensure their needs are met. For instance, we provide a free hot, fresh breakfast with every stay, to Gear up our guests with the best, in the morning with hot and cold breakfast options.

Our team ensures to implementation of an efficient service model that prioritizes essentials like comfortable rooms, cleanliness, a great shower and sleep experience, avoiding unnecessary frills and elevating the experience of essentials during a stay. Standardised offerings across locations, such as complimentary breakfast, Wi-Fi, business centres, and fitness centres, ensure guests can rely on consistent quality of service.

Due to the merit of the scale of Holiday Inn Express in the country, operational efficiency is further achieved through optimized supply chain management and energy use, reducing costs without compromising quality. All our Holiday Inn Express assets are located near business districts, commercial buildings, shopping malls, highways, and airports, and thus it adds convenience for the guests. Regular staff training maintains high service standards, while actively seeking and integrating customer feedback allows for continuous improvement.

The IHG One Rewards loyalty program encourages repeat stays, offering value through points and perks. Targeted marketing attracts budget-conscious travellers, ensuring a steady stream of guests. Holiday Inn Express delivers a consistent, high-quality guest experience at competitive prices to its guests without compromising on the necessities.

TT Bureau: Given the smaller room size ideal for single occupancy, how does Holiday Inn Express cater to the needs of solo travellers and business professionals?

Vaibhav Jain: Holiday Inn Express is a preferred hotel for business travellers and solo travellers, and we offer a range of smart and efficient amenities and services tailored to their requirements. The efficient room design is not only compact & functional but also has not compromised on sleep by providing high-quality and comfortable bedding which is crucial for both, leisure and business travellers alike.

Complimentary breakfast is extended to all the guests checking in at Holiday Inn Express and an option of Grab & Go is also provided for those who have an early start with a packed schedule. Holiday Inn Express as a standard practice provides, High-speed internet access throughout the hotel, making it easy for guests to stay connected and work remotely, in-room work desks with good lighting and ergonomic chairs provide a comfortable workspace.

Apart from this, we also provide Gym access to all the in-house guests, and a self-service laundromat is also complimentary for all. Holiday Inn Express is also a preferred choice, because of the location and accessibility to the business districts, airports & major transportation hubs with on-site complimentary parking adds to the convenience of the business travellers.

Read More: Today’s Traveller Interviews

The hospitality and tourism industry has emerged as a cornerstone of India’s economy, contributing more than $231 billion to the nation’s GDP in 2023.

As the sector expands, the need for a more inclusive and diverse workforce is becoming a pressing priority, with Diversity, Equity, and Inclusion (DEI) at the forefront of organizational success.

In an interview, Gaurav Pokhariyal, Executive Vice President, Human Resources at Indian Hotels Company Limited (IHCL), emphasized the growing importance of DEI in the industry. “As the hospitality sector evolves, fostering an inclusive culture and ensuring equitable opportunities for all employees has become a critical factor for success,” said Pokhariyal. “Our goal at IHCL is to lead by example, promoting affirmative action to increase opportunities for historically disadvantaged groups.”

Affirmative action is crucial in this landscape, designed to create more avenues for marginalized communities. “At IHCL, we are deeply committed to our social responsibility,” Pokhariyal added. “By integrating affirmative action into our hiring practices, we not only contribute to the economic empowerment of underserved groups but also strengthen our organization with diverse perspectives.”

Pokhariyal highlighted the company’s consistent efforts to uphold these values, underscoring the company’s leadership in driving meaningful change. “Our commitment to diversity and inclusion is not just a policy; it is embedded in the core of our operations,” he noted.

As India’s hospitality industry continues to grow, the emphasis on DEI and affirmative action is expected to shape its future, positioning companies like IHCL as leaders in economic contribution and social progress.

Catalysing Inclusion: IHCL Embraces Growing Trend in Diversity Hiring, Aims for Inclusive Workforce by 2025

India has witnessed a remarkable 33% year-on-year increase in diversity hiring as of June 2024, according to talent platform Foundit. This surge reflects the growing corporate commitment to Diversity, Equity, and Inclusion (DE&I) policies across industries. Leading the charge in the hospitality sector, Indian Hotels Company Limited (IHCL) has embraced this trend as both an opportunity and a responsibility.

“We recognize the importance of creating a truly inclusive workforce at IHCL,” said Pokhariyal. “The surge in diversity hiring across India presents a pivotal moment for companies like ours to take meaningful action. We have integrated DE&I into every facet of our operations, with a special emphasis on Persons with Disabilities and members of the SC and ST communities.”

IHCL’s commitment to DE&I is backed by several key initiatives. The DIWA program, for instance, focuses on providing skilling and employment opportunities for women from underserved communities. “Through DIWA, we are empowering women from marginalized backgrounds with the skills and resources to thrive in the hospitality industry,” Pokhariyal explained. Another initiative, NewGenderation, aims to promote equity for all, ensuring that every employee has the opportunity to succeed, regardless of gender.

Under its broader framework, ‘She Remains the Taj,’ IHCL has set an ambitious target of increasing women’s participation in its workforce to 25% by 2025.

“Our vision is to foster an environment where women can excel and contribute significantly to the industry. We believe this goal not only strengthens our organization but also reflects our responsibility towards a more equitable society,” added Pokhariyal.

With such initiatives, IHCL is not only contributing to the national trend of diversity hiring but also setting a benchmark in the hospitality sector for inclusive and equitable growth.

Bridging the Skill Gap: IHCL Focuses on Skilling as Hospitality Industry’s Workforce Demand Rises

With the hospitality landscape evolving, the demand for specialized skills has become a critical challenge for the industry. In 2023, the tourism and hospitality sector employed approximately 11.1 million people in India, a number expected to rise to 11.8 million by 2024. This sharp growth highlights the sector’s need for a highly skilled workforce to meet its expanding demands.

Recognizing this, Indian Hotels Company Limited (IHCL) has made skilling a central focus of its expansion strategy. “As the industry grows, so does the need for skilled professionals who can keep pace with the evolving demands of the hospitality sector,” said Pokhariyal.

He added, “We are committed to addressing this need by establishing 35 skill centres across Tier 2 and Tier 3 cities, which not only enhance employability but also build capacity for aspiring entrepreneurs.”

Pokhariyal emphasized that these emerging markets represent untapped potential within India’s growth landscape. “By focusing on local talent and regional expertise, we can harness the resources needed to meet the industry’s growing demand. Our collaboration with local authorities and community leaders plays a key role in this effort,” he noted.

IHCL aims to equip 100,000 individuals with the necessary skills to thrive in the hospitality industry by 2030, a goal that aligns with the company’s broader mission to promote sustainable growth. “We believe that skilling is not just an investment in individuals, but in the future of the industry itself. By empowering local communities, we are ensuring the long-term success of both IHCL and the Indian hospitality sector,” Pokhariyal added.

As the industry continues its upward trajectory, IHCL’s proactive approach to skilling is set to position the company as a leader in fostering a well-equipped, future-ready workforce.

Promoting Entrepreneurship and Affirmative Action for Marginalized Communities

Entrepreneurship is emerging as a powerful tool for economic empowerment, particularly in marginalized communities. Indian Hotels Company Limited (IHCL) has taken a proactive approach to fostering entrepreneurship among SC/ST communities, women, and Persons with Disabilities (PwDs), with a commitment to nurturing local talent and preserving traditional arts through its Corporate Social Responsibility (CSR) programs.

“At IHCL, we believe in the potential of entrepreneurship to drive economic empowerment, especially for communities that have historically faced systemic inequalities,” explained Pokhariyal, Senior Vice President and Global Head of Human Resources at IHCL. “Our CSR initiatives focus on supporting local artisans and entrepreneurs, helping them build sustainable businesses while preserving traditional arts.”

IHCL has taken significant steps to procure items from traditional artisans, small-scale farmers, cancer patient foundations, women’s Self-Help Groups (SHGs), differently-abled individuals, and enterprises owned by backward castes and tribes. “For instance, at our Corbett property, we collaborated with local women’s groups to co-develop tableware inspired by local traditions, made from munj grass,” Pokhariyal shared.

Another standout initiative is the Varanasi Handloom Weavers Support Program, which has empowered women weavers from low socio-economic backgrounds for over 15 years. “By directly engaging families in the weaving of Banarasi Sarees for IHCL uniforms and cutting out middlemen, we are not only preserving the dying art of Banarasi Saree weaving but also ensuring higher wages and better remuneration for the weavers,” said Pokhariyal.

This initiative not only preserves traditional skills but also strengthens local economies. The vendor network continues to engage with IHCL and has expanded to scale and diversify its businesses.

Pokhariyal also highlighted the role of affirmative action in fostering Diversity, Equity, and Inclusion (DEI) within the hospitality sector. “Affirmative action is a crucial tool for addressing systemic inequalities and creating opportunities for marginalized communities. By leading the way, the hospitality industry can contribute to a more inclusive, equitable, and sustainable India.”

Through its focus on entrepreneurship, affirmative action, and support for local artisans, IHCL is not only promoting social equity but also playing a key role in shaping a more just and inclusive hospitality industry.

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TT Bureau: With your recent appointment as MD and Area Senior Vice President (ASVP), South Asia, what are the key areas you aim to focus on to strengthen Radisson’s market presence?

Nikhil Sharma: This new role presents a valuable opportunity to outline the key areas that will strengthen Radisson Hotel Group’s presence across India, with an unwavering focus on guest experience remaining at the forefront. We will continue our strategic expansion in Tier I, II, and Tier III cities nationwide. This not only capitalizes on the growing trend of Indian travellers exploring beyond major metropolitan areas but also aligns with Radisson’s vision of becoming a leader in accessibility and convenience. 

We continue to invest in technology and talent to nurture the ecosystem that drives this growth.  One of our approaches is to leverage technology to streamline operations and enhance guest touchpoints, exemplified by Radisson+, a dynamic program that empowers guests to manage their stay effortlessly.

This includes features like online check-in/out, check-in kiosks, and instant messaging, all designed to provide flexibility and convenience. Furthermore, we are investing in best-in-class operational technology to optimize hotel planning and productivity. This includes integrating new contactless technologies to prioritize the safety and well-being of both guests and staff. 

At Radisson Hotel Group, we understand the importance of employee well-being and we are committed to cultivating an empowering environment that resonates with our ‘Yes I Can’ service ethos. Together, we have built a truly exceptional place to work. As a responsible business, we are also working hard to make sure our hotels have as little impact on the environment as possible.

Our goal is to reach net zero environmental impact by 2050. We’ve put a plan in place across all our hotels to make sure our guests have great experiences while we’re also being kind to the planet.

My long-term goal is to drive maximum value for all our stakeholders, valued partners, and guests while being an employer of choice for dynamic talent in the hospitality ecosystem.  

TT Bureau: Radisson continues to expand its footprint across India, with a strong presence in both tier-1 and emerging tier-2 and tier-3 markets. Can you discuss plans for new properties or brands Radisson might introduce to the South Asian market?

Nikhil Sharma: Our expansion plans in India are strategically focused on both metropolitan markets, as well as tier 2/3 cities, reflecting a commitment to tapping into the burgeoning domestic demand. 

In line with this vision, we have already made significant strides in expanding our footprint, with the signing of 2,086 keys, representing a 100% increase compared to 2022.

This growth is also reflected in the 21 new hotels that we signed last year.

Furthermore, the introduction of new brands to the South Asian market, including Radisson Collection and Park Inn & Suites by Radisson, alongside innovative offerings like Radisson Individuals Retreats, caters to diverse traveller preferences.

Looking ahead, I aim to sustain this momentum by opening 30 hotels annually, with a strategic emphasis on tier-2 and tier-3 cities. Recent signings in cities like Raipur, Sonipat, and Vrindavan underscore our commitment to expanding our presence in emerging markets.

Moreover, our strategic expansion into offbeat destinations such as Kumbhalgarh, Karjat, and Gopalpur reflects a keen understanding of evolving traveller preferences, with a growing demand for unique experiences and natural retreats, capitalizing on emerging trends in the Indian hospitality market.

TT Bureau: What initiatives is Radisson considering to promote environmental sustainability and social responsibility in its South Asia operations?

Nikhil Sharma: Radisson Hotel Group’s commitment to environmental sustainability and social responsibility in South Asia is not just a corporate initiative but a personal passion for me. For decades, we have led the charge in combating climate change, anchored by our pledge to achieve net-zero emissions by 2050 as part of the Glasgow Declaration.

This commitment drives us to enhance the energy efficiency of our buildings, reduce natural resource consumption, and transition to renewable energy sources while eliminating single-use plastics across our operations.

Beyond these foundational efforts, we actively support initiatives like the Pathway to Net Positive Hospitality and Hotel Sustainability Basics, which focus on responsible resource management and environmental stewardship. We are dedicated to halving our carbon footprint by 2030 and implementing comprehensive decarbonization strategies, including stringent guidelines for renewable energy adoption and building efficiency.

At Radisson, innovation is integral to our sustainability journey. We pioneer solutions like Water from Air Technology and deploy EV charging stations to reduce our environmental impact. Programs like Soap for Hope and Linen for Life underscore our commitment to Responsible Tourism, ensuring that our operations contribute positively to the communities we serve.

Furthermore, our commitment to responsible business practices extends to comprehensive training for our employees in energy conservation, waste management, and ethical procurement practices across 20 languages. These initiatives not only align with our corporate goals but also reflect our dedication to leaving a lasting positive impact on the environment and society through our operations in South Asia.

TT Bureau: What do you see as the biggest challenges and opportunities in the hospitality sector in South Asia, and how is Radisson positioned to address these?

Nikhil Sharma: Navigating the dynamic landscape of the hospitality sector in South Asia is both a challenge and a privilege, one that requires a blend of strategic foresight and innovative thinking. At Radisson Hotel Group, these challenges are not just business imperatives but personal commitments that drive our approach.

The lingering impact of the pandemic on international travel and the complexities of business operations are significant hurdles we face. However, through targeted investments in skill development and advocating for policy reforms like GST rationalization, we aim to foster an environment conducive to sustainable growth. These efforts not only enhance operational efficiency but also contribute to creating a robust ecosystem for the hospitality industry to thrive.

As a global leader, we bring a wealth of experience and cutting-edge technologies to enhance guest experiences and operational efficiencies. Embracing automation and introducing pioneering concepts like self-service kiosks and virtual concierge services are pivotal in addressing these challenges head-on. Moreover, we see immense potential in India’s domestic tourism market and are committed to tapping into emerging trends such as hybrid hospitality and experiential travel.

Personally, I am driven by a passion for leading initiatives that not only propel Radisson Hotel Group forward but also contribute positively to the communities we serve. Our focus on innovation and sustainability underscores our commitment to making a lasting impact in South Asia’s hospitality sector, ensuring that our operations not only meet but exceed the expectations of our guests and stakeholders alike.

TT Bureau: Aside from your professional commitments, you are known to have a passion for writing and a commitment to personal development through study and meditation. How have these interests influenced your leadership style and decision-making in the industry?

Nikhil Sharma: Certainly! Beyond my professional responsibilities, my interests in writing and personal development through study and meditation have greatly impacted how I lead and make decisions in the business.

Writing has taught me the power of effective communication which I bring into my leadership style by prioritizing clear communication and transparency among my team.

Additionally, my commitment to personal growth through study and meditation has instilled in me qualities like mindfulness and resilience, which help me navigate challenges with clarity and empathy. Overall, these interests have contributed to a leadership style that values communication, creativity, and empathy in driving success in the industry.

Read more: Today’s Traveller Interviews

TT Bureau: Can you share the success formula of Treat Hotels & Resorts?

Aditya Mundra: At Treat Hotels & Resorts, our success formula is built on a foundation of exceptional guest experiences, flexibility in the services to the guest, and long-tenured staff.

We focus on delivering Indianized hospitality to our guests, whether they are staying at our luxury resorts, urban-style hotels, or adventure parks. Our strategy involves a blend of traditional Indian hospitality values with current trends to meet the evolving needs of today’s travellers.

TT Bureau: Treat Hotels & Resorts is seeing significant growth under your leadership. Can you share the key strategies that have driven this success?

At Treat Hotels & Resorts, our success is driven by several key strategies. First and foremost, Culinary Excellence is our Unique Selling Proposition. We have consistently provided the highest quality authentic food experiences to our guests across all our resorts and hotels, ensuring a memorable dining experience every time.

Our Guest-Centric Approach is another cornerstone of our strategy. Our team prioritizes guest satisfaction by offering flexible services tailored to individual needs, fostering loyalty and encouraging repeat business. This dedication to our guests ensures that we consistently deliver unparalleled service.

We have also established a strong reputation in Event Hosting. Our brand is renowned for hosting sought-after destination weddings, corporate events, and other social gatherings. These events have significantly contributed to building our brand identity, making us a preferred choice for many.

Understanding and adapting to our customers’ needs is crucial.

We continuously upgrade our properties based on customer feedback, especially at Treat Resort Silvassa, a 5-star resort. To provide unique experiences, we have expanded our portfolio to include a diverse range of properties.

These include Treat Beach Resort & Spa at Gholvad, Ras Resort by Treat at Silvassa, Treat Hotel at Nashik, Urbane by Treat at Daman, Saya Grand by Treat at Thane and Treat Adventure Park at Treat Resort Silvassa, catering to various preferences and enhancing our guests’ overall experience.

TT Bureau: How do Treat Hotels & Resorts maintain consistency & what sets them apart from other hotel brands?

Aditya Mundra: Treat Hotels & Resorts maintains consistency by standardizing its core service offerings per the guest’s requirement with each property. What sets us apart is our commitment to authenticity, creating cherishable transformative experiences for our guests. We offer guests a family place for leisure or celebration and a place where they can conduct business meetings.

TT Bureau: How is Treat Hotels & Resorts positioning itself to capitalize on future emerging trends in the hotel industry?

Several significant trends are shaping the future of the hotel and resort industry, and Treat Hotels & Resorts is strategically leveraging these developments. One of the primary trends is the demand for creating authentic experiences. Modern travellers seek unique and meaningful experiences rather than just a place to stay. At Treat Hotels & Resorts, we prioritize creating a sense of connection with our guests by offering special dining experiences and wellness retreats that resonate on a personal level.

Another trend we are capitalizing on is the Focus on Tier 2 and Tier 3 Cities. We already successfully operated resorts in Silvassa and Gholvad, which are Tier 3 cities. Recently, we have expanded by opening hotels in Daman and Nashik.

We plan to continue this growth by establishing more properties in Tier 2 and Tier 3 cities over the next two years, tapping into emerging markets and catering to a broader audience.

Technology-driven innovation is also at the forefront of our strategy. Last year, we transitioned to a fully cloud-based solution, marking a significant step forward. We have also integrated automated bots and AI into our systems. These innovations help us optimize hotel operations, deliver better-personalised services to our guests, and adopt more effective marketing strategies for increased visibility.

Lastly, workforce empowerment is crucial for us. We ensure our staff is well-trained to meet the ever-evolving standards of guest expectations. By adapting to new trends and technologies, we enhance the guest experience and maintain a high level of service quality.

Read more: Today’s Traveller Interviews

Tourism Minister Patricia de Lille addressed reporters with introductory remarks before opening the floor for questions. The Minister expressed gratitude to China and India for their continued support, highlighting the valuable insights gained from these key source markets.

Minister de Lille also sought feedback on preferred tourism establishments from representatives of China and India, emphasizing the importance of their input in enhancing South Africa’s tourism offerings. “Your help has been instrumental in putting together packages that your tourists can enjoy. Thank you very much for your support over many years,” she stated.

Addressing the topic of visa systems for India and China, Minister de Lille acknowledged that visas fall under the purview of the Minister of Home Affairs. However, the Minister revealed that efforts are underway to escalate a visa waiver of up to 90 days for both countries.

Minister de Lille stressed the significance of India and China as part of the BRICS countries, noting the visa waivers already in place for Russia and Brazil. “Russia and Brazil enjoy a visa waiver of up to 90 days within one calendar year, with an option for extension. We are advocating for the same provision for India and China, given their BRICS membership.”

Addressing significant issues with the E-visa systems for both China and India, Minister de Lille acknowledged the inefficiencies they have caused. “The E-visa system is not working sufficiently or efficiently, preventing people from applying for visas online from the comfort of their homes. I will discuss with the Department of Home Affairs what we are doing to improve this.”

Minister de Lille emphasized her proactive approach to resolving visa issues, stating, “People often post messages asking for help, and I then approach Home Affairs to address their concerns.” She reiterated the importance of open dialogue and assured the audience that further discussions would take place on this topic.

Recognizing the challenges faced by travellers, she revealed a new initiative within her office to expedite visa processes. “People sometimes have to leave their passports at our embassies for 25 to 27 days. To mitigate this, I have set up a facility within the Department of Tourism to help expedite visa approvals. It’s working, and sometimes people even contact me directly on social media.”

Minister de Lille assured the media of a collaborative effort with the Minister of Home Affairs to address visa issues for Chinese and Indian travellers. “If there are visa problems, please come to me. Our interest is to welcome you to South Africa.”

She reiterated the collaborative approach needed to enhance South Africa’s tourism sector, particularly with valuable input from representatives of China and India. “Given that the mandate spans different ministries, I want to extend my gratitude for your ongoing support and invite your advice on areas where we can improve,” Minister de Lille said. “We are here to listen and learn from you.”

Minister de Lille shared her recent experiences in India, recounting her stay in Goa for the G20 meeting. “Goa is a beautiful city. We stayed at a hotel right on the beachfront, with a view of the water stretching as far as the eye can see. We also visited the historic district, which was equally stunning. Thank you for the warm welcome we received in India.”

Her comments underscored the collaborative efforts required to enhance air connectivity and improve the overall travel experience for visitors from India, ultimately strengthening the tourism ties between South Africa and its key source markets.

Addressing air access issues to attract more tourists to South Africa

The Tourism Minister addressed the lack of direct air connectivity between South Africa and India, emphasizing the multifaceted approach needed to resolve this issue.

Minister de Lille emphasized the necessity of increasing flight frequency, particularly from India. “We have engaged with South African Airways, but they have not fully recovered since COVID-19. They went into business rescue, and a private partner now holds a 51% share, which has allowed some routes to return. However, the Johannesburg to Mumbai route has not been reinstated.”

At the G20 meeting, there were discussions about engaging with Air India to address this gap. Minister de Lille acknowledged the regulatory hurdles involved, stating, “When it comes to an application to fly to South Africa, the regulations and compliance fall under the Department of Civil Aviation and Transport. I’ve been trying to get information on Air India’s application to fly to Johannesburg, but it seems to be stuck somewhere.”

The Minister highlighted the importance of considering investment opportunities to enhance commercial activities and tourism, which in turn would support airlines in filling business class seats. “We need to look at the investment side because airlines rely on commercial activities and tourism to fill their business class seats,” she said. She pointed out the economic benefits for both India and South Africa, along with the potential for increased tourism.

The Minister also noted the strong familial connections between the two nations. “Many South African families have ties to Indian families through marriage or other relations. This family connection is significant,” Minister de Lille remarked.

She pointed out the current reliance on Ethiopian Airlines and Kenya Airways for flights between Africa and India.

Minister de Lille shared impressive statistics from the first quarter of 2024, noting an 82% increase in tourists from China despite having only one direct flight from the country. She acknowledged other airlines, such as Cathay, that also contribute to bringing Chinese tourists to South Africa.

She also shared positive news about Air China, noting that the airline, which currently flies three times a week, plans to increase its frequency to daily flights. “We are working on increasing air access from India as well,” she added.

Additionally, South African Airways has recently launched a direct flight to Australia, another major source market and a strong competitor. Minister de Lille highlighted the importance of addressing air access issues to attract more tourists to South Africa.

India market and the importance of MICE activities

Minister de Lille observed a marked interest in South Africa as a prime location for incentive travel, particularly as Indian corporations increase their investment in such initiatives. “Organizing these events strategically engages influential figures and strengthens partnerships. Overall, South Africa welcomed 79,774 Indian travellers last year, marking a 43% year-on-year increase. Notably, 46% of overall travellers were motivated by business travel, with MICE alone attracting 21%, signifying its underlying potential,” she added.

She further emphasized the importance of the Meetings, Incentives, Conferences, and Exhibitions (MICE) sector, which could substantially increase flight occupancy if direct flights were available. “The MICE sector from India is very strong and could fill up flights if they were available. Currently, travellers endure long layovers in Dubai, which makes the journey arduous.”

Minister de Lille highlighted the extensive engagement with Corporate Think Tank roadshows, involving over 500 corporates across five cities. “This effort has created a buzz in Cape Town and opened new opportunities for incentive travel. We plan to focus on bringing more tourists to Durban and other regions like Mpumalanga, which now has an international airport.”

Looking ahead, South Africa plans to host corporates to showcase the country’s unseen and undiscovered attractions. “We expect 30% of these attendees to visit South Africa. Additionally, we aim to conduct a major showcase in the year, highlighting our offerings.”

The minister discussed the notable success of the corporate outreach initiative, which has evolved into a robust platform for exploring business and corporate event opportunities in South Africa. “India stands out as one of the largest contributors to the inbound incentive travel market in South Africa,” Minister de Lille noted. She highlighted the pivotal role of corporate initiatives in understanding and streamlining the corporate travel demands of Indian companies.

With India’s outbound tourism market recovering strongly post-pandemic, South African Tourism aims to maintain this momentum, emphasizing the strategic importance of India as a focus market for 2024 and beyond. “In 2019, we welcomed 95,000 Indian visitors, and we expect to exceed 100,000 tourists from India in 2024,” she stated.

To further propel this momentum, Minister de Lille shared detailed plans and initiatives aimed at strengthening tourism ties with India. The Minister highlighted a significant South African delegation visit in February. “For two weeks, we took a delegation of tour operating companies and small businesses from South Africa and visited six cities within India,” she said. This initiative aimed to foster connections and promote joint tourism between India and South Africa.

While the Minister couldn’t attend the trip due to parliamentary commitments, she emphasized the importance of such engagements. “We visited both Tier 1 cities like Mumbai, Delhi, and Bangalore, and Tier 2 cities through a comprehensive roadshow. This year, we introduced 42 products, with 40% being new to India and 30% representing youth, black, and female entrepreneurs. They’ve made significant inroads,” she noted.

The impact of these efforts is already evident. “From January to March 2024, we welcomed more than 16,000 arrivals from India,” Minister de Lille stated. This significant increase in tourist arrivals from India underscores the success of South Africa’s targeted promotional activities and strategic engagements.

Read more: Today’s Traveller Interviews

TT Bureau: What new initiatives is the Goa Tourism Department undertaking to attract both domestic and international tourists?

Suneel Anchipaka: The Goa Tourism Department is implementing a range of new initiatives to attract both domestic and international tourists, focusing on sustainable and regenerative tourism practices to enhance the state’s appeal as a year-round destination.

A cornerstone of these efforts is the introduction of Regenerative Tourism, making Goa the first state in India to adopt this approach.

This initiative includes the “Ekadasha Teertha,” which emphasizes spiritual tourism and cultural heritage preservation. Additionally, new homestay and caravan policies have been introduced to provide unique accommodation options that allow visitors to experience local culture more intimately.

Goa also expands its adventure tourism offerings, promotes hinterland exploration, and develops eco-friendly tourism options. These initiatives were prominently showcased at major travel trade shows such as ATM Dubai, GITB Jaipur, GITM, SATTE 2024, and OTM 2024.

The Goa Tourism Pavilion at these events featured interactive exhibits and presentations, engaging with industry professionals to forge new partnerships and collaborations. These initiatives are part of Goa’s broader strategy to diversify its tourism portfolio beyond the traditional sun, sand, and sea narrative, ensuring the state remains a vibrant and sustainable tourist destination.

By promoting responsible tourism practices and highlighting its diverse cultural and natural attractions, Goa aims to attract a wider range of tourists and foster sustainable growth in the tourism sector​.

TT Bureau: Are there any specific programs to ensure that tourism benefits residents economically and culturally?

Suneel Anchipaka: A major focus is on promoting sustainable and regenerative tourism practices that involve local communities in the planning and implementation stages. This participatory approach helps align tourism development with local economic growth and cultural preservation. Programs like “Ekadasha Teertha” emphasize spiritual tourism and cultural heritage preservation.

Additionally, new policies aim to increase economic opportunities for residents by enhancing tourist engagement with local businesses and services. Goa’s emphasis on adventure and eco-tourism promotes hinterland exploration, which supports local entrepreneurs and small businesses in less-visited areas. Local homestays, spice plantations, and activities like white-water rafting are being promoted to provide authentic experiences for tourists.

In these settings, local cuisine is served, traditional dances are performed, and local guides showcase experiences such as bird watching, tree spotting, exploring local flora and fauna, trekking, and learning about spices. The local transport system is also mobilized for tourists’ convenience.

The state has showcased these initiatives at major travel and tourism trade shows, underlining its commitment to sustainable tourism and engaging with industry professionals to forge new partnerships that can further benefit local communities. These initiatives collectively aim to distribute the benefits of tourism widely, fostering economic development and cultural enrichment among Goa’s residents.

TT Bureau: What are some of the key policy directions or strategic goals that you envision for Goa Tourism in the next five to ten years?

Suneel Anchipaka: Goa Tourism has outlined several key policy directions and strategic goals for the next five to ten years, focusing on sustainable development and diversifying its tourism offerings.

Sustainable and Regenerative Tourism

Goa is positioning itself as a leader in sustainable tourism practices. This includes the implementation of regenerative tourism initiatives to preserve natural resources and promote eco-friendly travel options. The “Ekadasha Teertha Yatra,” focusing on spiritual tourism, is one such initiative aimed at both preserving and promoting the state’s cultural heritage.

Diversification of Tourism Products

The state aims to move beyond its traditional image of sun, sand, and sea by promoting adventure tourism, hinterland tourism, and wellness tourism. This includes developing new circuits and experiences that highlight Goa’s rich cultural and natural diversity.

Infrastructure Development

Goa plans to improve its tourism infrastructure, including better connectivity and enhanced facilities at tourist sites. This includes the development of new airports and the improvement of road and rail networks to ensure seamless travel for tourists.

Promotion of Homestays and Local Businesses

Policies are being put in place to encourage the growth of homestays and support local entrepreneurs. This not only provides tourists with unique cultural experiences but also ensures that tourism benefits local communities economically.

Marketing and Branding

Goa is intensifying its marketing efforts to attract both domestic and international tourists. Participation in major travel trade shows and international events is a key strategy to showcase Goa’s diverse offerings and build new partnerships.

Skill Development and Capacity Building

There is a focus on training and capacity building for stakeholders in the tourism sector. This includes upskilling local communities and hospitality professionals to enhance the overall quality of tourism services in the state.

These strategic goals are part of Goa’s broader vision to become a year-round destination that offers diverse, high-quality tourism experiences while ensuring the sustainable development of its natural and cultural assets​.

TT Bureau: How is the Goa Tourism Department leveraging technology and innovation to enhance the tourist experience, and what future technological advancements can we expect in Goa’s tourism sector?

Suneel Anchipaka: The Goa Tourism Department is leveraging technology and innovation to significantly enhance the tourist experience. Notable initiatives include the development of the “Goa Taxi App,” designed to improve transportation services by providing tourists with a reliable and efficient means of booking taxis. Another major initiative is the Global Opportunities Aggregator (G.O.A.), which aims to transform Goa into a hub for mobile IoT and innovation.

This initiative focuses on enhancing digital infrastructure, promoting local talent, and fostering collaboration through remote working platforms and co-working spaces, particularly in scenic and heritage locations. Future technological advancements in Goa’s tourism sector are anticipated to feature more interactive and immersive digital experiences. Innovations such as virtual reality (VR) and augmented reality (AR) will likely be utilized to offer virtual tours and enrich the storytelling of Goa’s rich cultural and natural heritage.

Additionally, there is a strong emphasis on sustainable and eco-friendly tourism practices, supported by smart technologies that efficiently manage resources and minimize the environmental impact of tourism activities. These initiatives underscore Goa’s commitment to becoming a leading destination for both technology-driven and sustainable tourism, ensuring that visitors enjoy a modern and enriching travel experience​.

Read more: Today’s Traveller Interviews