HM FEBRUARY 2025

Accommodation Outlook

Top hoteliers from Asia Pacific and beyond share their expectations for 2025.

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38

HM’s 23rd Industry Leaders Forum opens with global leaders’ outlook for the year ahead.

FEBRUARY

52

Asia Pacific leaders share their insights into various markets throughout the region.

60

Discover the key items on the agenda for key industry and tourism bodies in 2025. 65 SUPPLIER OUTLOOK

Respected industry suppliers share their take on the future of hotels.

70 OWNER OUTLOOK

Leading hotel owners discuss recent deals and their views on hotel real estate.

73 AUSTRALASIAN OUTLOOK

Top hoteliers within Australasia discuss challenges and opportunities in the market.

HM Q&A

What to expect from Singapore’s first all-villa resort, Raffles Sentosa Singapore, ahead of its March opening. 26 LIFE AT LA VIE

La Vie Chief Operating Officer Marcus Hanna discusses the white label landscape, asset enhancement and global expansion.

30 GLOBAL GOALS

Lee Richards, CEO of Seibu Prince Hotels and Resorts’ International Division, reveals ambitious global growth strategy.

34 AHICE SOUTH EAST ASIA IS BACK

Your preview of the upcoming AHICE South East Asia conference, including the launch of two new events.

REGULARS

James Wilkinson unpacks

Ruth

The essential stories you need to know this month. 16

Travel + Leisure Co. targets new horizons in its 25th year.

Fifty years of hospitality excellence

It’s a big year for Hilton in Australasia with the company celebrating 50 years in 2025 and the timing couldn’t be better for the US-based chain, with the business setting historic records for growth during 2024.

For Hilton, it was a year in which the company announced new strategic partnerships and acquisitions and accelerated hotel development worldwide, including across Australia, New Zealand and the South Pacific.

Revealed by Hilton CEO and President, Chris Nassetta, during the Americas Lodging Investment Summit (ALIS) in Los Angeles, California, in late January, the company added 973 hotels and nearly 100,000 rooms in 2024, the single biggest increase in rooms in Hilton’s more than 100-year history, achieving net unit growth of 7.3%.

Hilton also strengthened its development pipeline, signing more than 1,430 hotels representing 154,000 rooms in 2024. The company’s pipeline now stands at roughly 3,600 hotels, totalling more than 498,500 rooms, a year-over-year increase of 8% in pipeline rooms. In 2024, construction also started on 88,500 rooms, excluding acquisitions and partnerships, the highest level of construction starts in Hilton’s history.

“We’re incredibly proud of our growth last year, driven by the performance of our brands and our team’s commitment to delivering the very best stays for our guests and impressive returns for owners,” Nassetta said.

The HM global hot list

Hotels around the world capturing our attention this month.

“Given the strength of our commercial engines, family of brands, and global network, we continue to feel good about our growth this year.

“Our development pipeline and construction starts are strengthening around the world, and demand for travel remains strong, leading to increased confidence in our expectations for net unit growth of 6-7% in 2025.”

Leading a lot of the growth for Hilton has been its rapid expansion in the luxury and lifestyle segments. Lifestyle brands Graduate by Hilton and NoMad joined Hilton’s portfolio in spring 2024, expanding Hilton’s new development opportunities in university communities and growing luxury markets around the world.

The launch of an exclusive partnership with Small Luxury Hotels of the World (SLH) added hundreds of independently minded luxury hotels to Hilton’s luxury portfolio, which continues to be anchored by the Waldorf Astoria Hotels and Resorts, Conrad Hotels and Resorts, LXR Hotels and Resorts and Signia by Hilton brands.

Excitingly for Hilton in Australia, that luxury growth includes a Waldorf Astoria in Sydney and we can’t wait to see it.

Congratulations to Hilton on 50 years in Australia in 2025 and here’s a toast to many more years in the market.

Enjoy our latest issue of HM, our annual Industry Leaders Forum edition compiled by our brilliant Editor Ruth Hogan and I’ll see you at AHICE South East Asia in Singapore.

Yours in hospitality,

James Wilkinson Editor-In-Chief, HM magazine Chair & Convenor, AHICE global conferences

See you at AHICE South East Asia in Singapore this February 24-26

ONE: The Carlyle, a Rosewood Hotel, New York

TWO: Artyzen Singaporea

THREE: The Ritz-Carlton Melbourne

FOUR: Corinthia London

Hilton CEO Chris Nassetta speaking about the company’s phenomenal growth at the Americas Lodging Investment Summit (ALIS) in January

What will 2025 bring?

Welcome to HM’s first edition of 2025. As always, we are kicking off the year with the annual HM Industry Leaders Forum – your complete guide to the accommodation industry for the year ahead.

This year, 50 industry leaders – owners, operators, tourism heads and suppliers – from across Australia, New Zealand, Asia and beyond have generously shared their insights and opinions on the evolving hotel landscape.

One of the themes that you’ll continue to see crop up in these columns is the growing role of technology in shaping the guest experience. AI-powered personalisation is becoming more refined, with hotels using data and the latest smart technology to deliver tailored experiences before, during, and after stays – from mobile check-in/out to smart room systems and virtual concierge services. You’ll discover the new and innovative ways guests are utilising tech to transform their offering.

Another interesting observation is the rise in branded residences. As remote work continues to shape the travel landscape, a number of owners and operators – Accor, Ascott and Minor Hotels, to name a few – are embracing branded residences to meet increasing demand for long-term stays.

Also in this issue, we have a number of exclusive interviews that I hope you will enjoy. Did you know the new CEO of Seibu Prince Hotels and Resorts’ international division had a promising career in professional football before he entered the world of hotels? (p30). I spoke with Marcus Hanna about his recent move to La Vie Hotels and Resorts following more than two decades with international hotel operators Accor and IHG (p26). And don’t miss a very compelling story from the UK about a fuel station operator with big ambitions in accommodation (p32).

With all eyes on Singapore ahead of AHICE South East Asia in February, I spoke with hospitality industry veteran Cavaliere Giovanni Viterale – who many will know from his time with The Fullerton Hotel Sydney –about the upcoming opening of Raffles Sentosa Singapore, The Lion City’s first all-villa resort.

I hope you enjoy this issue. Please do get in touch if you have any thoughts or feedback you’d like to share.

Thank you for reading.

Ruth Hogan Editor, HM magazine

MEET THE HM TEAM…

Managing Director Simon Grover

Publisher James Wells

Editor–In–Chief James Wilkinson jwilkinson@intermedia.com.au

Editor Ruth Hogan rhogan@intermedia.com.au

Group Commercial Manager Tara Ducrou tducrou@intermedia.com.au

Production Manager Jacqui Cooper jacqui@intermedia.com.au

Graphic Designer Ryan Vizcarra

Photography Cover photography by LP Commercial Photography.

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Marcus Hanna discusses his move to La Vie (p26)

HOTEL COUNCIL AOTEAROA

A forecourt operator in the UK is getting into the hotel business (p32)

Franchise with Quest.

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By partnering with Quest, they’re not only growing thriving businesses but also setting new benchmarks for what it means to lead with passion and purpose.

NEED TO KNOW

The essential hotel and travel industry news and trends from across the globe. Read more at HotelManagement.com.au

Sydney welcomes The Eve

The Eve Hotel Sydney has begun welcoming guests.

SYDNEY HAS WELCOMED its latest boutique hotel with the opening of The Eve Hotel Sydney on February 13, 2025.

The 102-room boutique luxury hotel, which will be operated by TFE Hotels, is located within the new Wunderlich Lane lifestyle precinct.

SJB’s Adam Haddow, 360 Degrees’ Daniel Baffsky and Interior Architect George Levissianis led the hotel architecture and design, which aims to reflect the dynamic energy of its surrounding neighbourhood – positioned between Redfern and Surry Hills – and Sydney’s global status.

Two of the hotel’s food and beverage venues curated by experience-led hospitality group, Liquid and Larder, began operations in January.

SH Hotels to rebrand under iconic name

The Starwood brand name is set to make a revival under Barry Strenlicht.

Market Square Adelaide will be home to the first Treehouse Hotel in Australia

STARWOOD HOTELS AND Resorts Founder Barry Sternlicht is set to revive the iconic brand name more than three decades on from its launch, The New York Times has reported.

In an exclusive interview, Sternlicht told The New York Times, his current hotel company, SH Hotels and Resorts, will take on the Starwood name from February 2025.

Nine years ago, Starwood Hotels and Resorts was sold to Marriott in a US$13 billion deal, establishing Marriott International as the largest hotel chain in the world, before the brand name was retired. Sternlicht took back the brand last year.

The new Starwood will start out with 14 hotels across the Baccarat, 1 Hotels and Treehouse brands.

Australia is set to welcome two of these brands in the coming years, with 1 Hotel and Homes Melbourne slated to open in 2025, and a 248-key Treehouse Hotel set to launch in Adelaide in 2027.

When Starwood was acquired by Marriott, it had 1,300 properties and 11 brands including W Hotels.

Sternlicht has ambitious plans with 22 hotels currently in

London Paddington Hotel is set to undergo a major redevelopment

Schwartz invests in London hotel with Prima

Schwartz Family Company has partnered with Prima Asset Management on a major London hotel project.

SCHWARTZ FAMILY

COMPANY, Australia’s largest private hotel owner, has signed on as a key investor in the redevelopment of London Paddington Hotel in a partnership with Singapore-based private equity real estate firm Prima Asset Management.

The partnership, which may also see future ventures, marks a significant step in Prima’s real estate expansion in London, Europe’s leading hotel investment market.

Schwartz Family Co’s Australia portfolio currently boasts 15 hotels and over 4,300 rooms.

Director, Dr Jerry Schwartz, said this London destination represents not only a high value as a financial investment but also in sentimental value.

“Having been associated with Prima’s team for over two decades, continuously fostering a wonderful relationship, this investment is deeply meaningful as it reconnects me with

the neighbourhood where I spent some of my early life,” Schwartz said.

“Prima’s vision for this project, along with future opportunities, aligns perfectly with my passion for creating sustainable, modern hospitality spaces.”

As part of its expansion, Prima is focused on acquiring and transforming Central London hotels, as well as pursuing repositioning and development opportunities in the Purpose-Built Student Accommodation (PBSA) and Co-Living sectors in strategic locations across the UK, with the support of Singapore-based investment management firm Aurum Gravis, alongside Baksh Capital.

“Our strategic focus on value-add opportunities in Central London is already yielding promising results,” said Prima CEO and Co-Founder, Ben Hall.

“By combining our in-house expertise with high-value, industry-leading partnerships,

we are positioned to deliver sustainable long-term returns through our regulated VCC Fund, managed by First Degree Global Asset Management.”

According to Prima’s Senior Investment Manager, Michael Van den Brande, Prima expects to continue to capitalise on further opportunities in this key market.

“With London recording €2.6 billion in hotel transactions in H1 2024, up 215% from H1 2023, the city remains Europe’s top hotel investment destination and with a robust pipeline of deals, we expect to close a further hotel acquisition by Q1 2025,” he said.

“Establishing strong partnerships and a presence in London underscores our growth strategy,” added Prima Co-Founder, Birbal Singh Bajaj.

“We are excited about what the future holds as we expand and unlock more investment opportunities.”

Minor Hotels to open almost 300 hotels in three years

The owner-operator is set to launch two new hotel brands amid global growth.

MINOR HOTELS IS set to open almost 300 new hotels over the next three years as it ramps up expansion globally.

The hotel owner-operator is on track to pass a milestone of 850 properties by the end of 2027, positioning it among the world’s largest hospitality groups.

Minor Hotels currently has more than 560 properties and 81,000 keys in operation worldwide, with 50% of the portfolio concentrated in Europe.

With a new focus on global market diversification, the three-year pipeline – over 285 new hotels and almost 47,000 keys – will see the addition of more than 100 properties in Asia, more than 60 in the Middle East and Africa, and 40 in Australia and New Zealand.

Minor Hotels is also looking to expand its presence in several priority markets, especially in North America and North Asia, with markets such as Morocco, Egypt, India and Turkey also identified as priority destinations.

Luxury and upscale remains a driving force in Minor Hotels’ expansion, with one-third of the three-year pipeline categorised in the Luxury segment, and a further third in the Premium segment. The group is also investing in its existing luxury properties, including

significant renovation works at the original Anantara property in Hua Hin, Thailand.

As part of a new-look masterbrand strategy, Minor Hotels is set to launch two new hotel brands to offer owners distinctive brand options, particularly for conversion properties.

“We remain committed to strategic growth across a diverse range of regions, always striving to provide innovative hospitality experiences that deliver value for our owners and partners,” said Minor Hotels CEO and Group CEO of parent company Minor International, Dillip Rajakarier.

“As well as leveraging our experiential luxury expertise, our evolving brand architecture, asset-right strategy, and focus on branded residence opportunities are the mainstays of our ambitious plans, and we look forward to bringing them to life in the coming years.”

Branded residences will also be an important element of the group’s future, with pipeline projects in more than a dozen countries featuring a residential component.

“As we chart new pathways for global expansion, preserving the integrity of our brands remains paramount,” said Minor Hotels Chief Development and Luxury Officer, Omar Romero.

“We’re committed to elevating our luxury portfolio while ensuring each brand’s unique identity delivers authentic, experienceled stays.

“Our pipeline showcases confidence in both established and emerging markets, grounded in the understanding that robust brand resonance and uncompromising quality are central to our success – and to our promise of exceptional value for guests and owners alike.”

The group’s “asset-right” approach, balancing owned, leased, managed, and franchised properties aims to drive sustainable and diversified growth.

While approximately 70% of the current portfolio is owned or leased, the group aims to bring this ratio closer to 50-50 by 2027.

Out of the pipeline projects, more than 90% will be under hotel management agreements or franchise deals.

Anantara Ubud Bali Resort is one of the group’s recent openings

NH Collection Maldives Reethi Resort will open with a new look in Q4

Singapore Airlines ups Brisbane flights

Singapore Airlines will add more weekly services due to increased demand.

SINGAPORE AIRLINES (SIA) is expanding its services between Singapore and Brisbane in response to strong demand for international travel, most notably during recent peak periods.

Starting June 16, 2025, Singapore Airlines will add three weekly flights, increasing frequency on the Brisbane route from 25 to 28 flights or four daily services.

“Travel demand has been strong as Brisbane continues to grow as a major gateway and Queensland gains significance as a global destination for business and leisure,” said Singapore Airlines Regional Vice President South West Pacific, Louis Arul.

“Singapore Airlines is pleased to offer more options for travellers to Singapore and connect to over 110 cities globally via Singapore Changi Airport.”

Brisbane Airport Chief Executive Officer, Gert-Jan de Graaff, welcomed the boost in flight capacity.

“This is a milestone announcement delivering four services per day, every day, marking the end

of a long five-year recovery on this critical route for Queensland,” said de Graaff.

“The Singapore to Brisbane connection is our second busiest international route, bringing a constant flow of tourists from across Asia and Europe to Queensland.

“Last year, more than half of all visitors from India to Brisbane travelled via Singapore Airlines.”

Increased services to Brisbane is a big win for Queensland’s tourism industry

NEW HORIZONS

Travel + Leisure targets new horizons in 25th year.

When TrendWest purchased a handful of beachfront apartments for holidaymakers at Fiji’s Denarau Island in 2000, nobody considered it the beginning of an international leader in the hospitality industry.

Fast forward 25 years and the company, now Travel + Leisure Co., employs close to 6,000 associates in its international division and oversees 90 resorts in Australia, New Zealand, Fiji, Indonesia, Thailand, Japan, Hawaii, and Europe.

Barry Robinson’s 2003 leadership appointment spearheaded a period of aggressive growth, establishing the business as the leading vacation ownership developer outside North America, with more than AU$1.8 billion in assets under management, through pioneering innovations like mixed-use and urban vacation ownership projects.

Robinson led the expansion into Asia, where Travel and Leisure Co. established offices in Singapore, China, Japan, Indonesia and the Philippines, alongside the Australian office. With sales and marketing sites across the

region and a focus on local consumers, the business now has the depth and breadth to expand offerings and enter new markets.

The acquisition by Travel + Leisure Co. in 2024 of the rights to develop Accor Vacation Club strengthened its presence in Australia and New Zealand. The company promptly reignited sales in Australia, opening the door for new members and for existing members to expand their membership. The business also has the right to launch new Accor Vacation Club products in Asia Pacific, the Middle East, Africa and Türkiye.

“We are poised for a successful 2025 as we expand Accor Vacation Club and Club Wyndham brands in both current and new markets,” said Barry Robinson, President and Managing Director, International Operations, Travel + Leisure Co. “Our dedicated team’s focus and commitment over the past 25 years has established our strong position in the South Pacific and Asia, enabling us to explore new opportunities.”

Globally, Travel + Leisure Co. is fulfilling a strategic priority to become a multi-brand vacation ownership company, through

Travel + Leisure Co. executives at the company’s Gold Coast HQ

“We are poised for a successful 2025 as we expand Accor Vacation Club and Club Wyndham brands.”

Barry Robinson,

Travel + Leisure Co.

its affiliations with Wyndham, Accor, Margaritaville and Sports Illustrated. “Our global platforms and expertise as the leader in vacation ownership enable us to accelerate growth of the vacation clubs of established brands,” explains Robinson.

After quarter of a century developing resorts in Asia Pacific, Travel + Leisure Co. is also riding high on surging interest in shared ownership. As more people prioritise experiences like travel over owning physical belongings, shared ownership has expanded to sectors like designer fashion, luxury cars and even artwork. Consumers are increasingly seeing the concept as a cost-effective way to try experiences without owning the entire asset, and enjoy professional management of obligations like maintenance, depreciation and storage.

Interest in vacation homes, where multiple buyers reduce their costs and ensure their asset is professionally managed, is rising in Asia. Travel + Leisure Co. vacation clubs provide

this concept with greater flexibility: offering members a points-based system, a portfolio of properties, and the opportunity to choose their time – or even exchange their points for stays elsewhere.

“We’ve refined our offerings over 25 years as the market leader, and offer innovations which take shared ownership to ever-greater levels of flexibility,” says Robinson. “Our Asian club, Club Wyndham Asia, offers a shorter 20-year term, the potential to share in the net proceeds of property sales when the club term finishes,

and an option for members to forgo use of their points and to have their annual levies waived when they plan not to holiday. The club grew close to 60% last year, indicating people appreciate the product’s flexibility.”

Robinson is confident that as Travel + Leisure Co. prepares for the future, growth will largely come from developers and property owners who see the advantages of vacation ownership in their developments.

“We purchase vacation ownership inventory upfront and this can provide developers a welcome cash injection to commence their projects. When vacation ownership is part of an operating hotel or resort, members contribute to the ongoing operating costs through levies, and a portion of levies are saved for regular renewal of common spaces.

“With occupancies averaging 90% across our club portfolios, vacation ownership helps maximise revenue streams for food and beverage outlets, shopping and other onsite businesses,” Robinson added.

“As we expand in new markets, we see vacation ownership as a key component of ambitious mixed-use developments, alongside hotel inventory and branded residences. Elsewhere in established markets, the benefits of vacation ownership are being fully realised.”

To discover how vacation ownership can suit a development, email development@travelandleisure.com n

Club Wyndham Denarau Island

Wyndham Grand Phuket Kalim Bay

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Ark Capital, Lead Global to launch hotel fund

Ark Capital Partners and Lead Global mark a strategic milestone with the launch of a co-branded hotel fund.

ARK CAPITAL PARTNERS and Lead Global are set to launch a new co-branded hotel fund following the successful acquisition of Melbourne Place Hotel.

“The completion of this deal represents the beginning of an exciting partnership between Ark Capital Partners and Lead Global, which will allow us to further capitalise

on opportunities in the hospitality sector,” said Ark Capital Co-Founder and CEO, Rahul Parrab.

“We are thrilled to acquire such a prime asset and are confident that this is just the start of many successful transactions to come.”

The design-led boutique hotel on Russell Street features 191 room and suites, a ground

floor signature restaurant, basement bar and a rooftop restaurant.

The new-build hotel, designed by Kennedy Nolan, features references to Melbourne’s architectural and cultural identity, with local bricks and pre-cast concrete, alongside deepred metal accents and circular windows.

“This acquisition is a key step forward in our long-term strategy for growth in the hospitality sector,” said Lead Global CEO, Grace Tsui.

“We are proud to work with Ark Capital Partners on this exciting journey and are eager to explore further opportunities together.”

Following a soft opening in late 2024, a grand launch is planned for late Q1 2025.

“We are confident [the property] will reach its full potential and become one of the most vibrant hotels in the city,” said Merricks Capital Executive Chairman and Chief Investment Officer, Adrian Redlich.

Ark Capital and Lead Global have completed the acquisition of Melbourne Place Hotel

Best Western Premier Bayphere Pattaya

EVT transforms Tank Stream Hotel

Rydges Hotels and Resorts portfolio grows to 45 with unveiling of Sydney CBD hotel.

SYDNEY’S FORMER TANK Stream Hotel is now operating as Rydges Australia Square, following a major transformation project.

The CBD hotel has been reimagined under Rydges’ ‘refreshingly local’ ethos, with interior design led by the EVT Design team and IGB Berhad, the owners of the property.

All 280 guest rooms, across 15 floors, have been refurbished; a new Executive Boardroom has been added, and ground floor lobby areas have been updated with the addition of checkin kiosks.

“We have been excitedly waiting to launch Rydges Australia Square and showcase the remarkable transformation of this hotel in its iconic Sydney location,” said EVT Hotels and Resorts Director, Norman Arundel.

“The stylish lobby, new wine bar, and our expanded event and conferencing facilities will provide a unique hotel offering for guests and Sydneysiders.

“Our team, led by General Manager Rebecca Hamey, have worked in close collaboration with the hotel’s owners to bring Rydges’ signature style while ensuring we honour the vibrant energy of the surrounding area.

“We look forward to welcoming both new and returning guests to experience this refreshed and reimagined property.”

Guest rooms have been designed to reflect the culture of Sydney while providing a modern, comfortable stay for both business and leisure travellers.

The hotel’s upgraded facilities include contemporary wine bar, Poco Local Wine Bar, which will serve up coffees and pastries in the morning, followed by Italian bites and worldclass wines for lunch and dinner. Le Petit Flot

restaurant will serve up French cuisine for breakfast and dinner.

The newly built Executive Boardroom room can welcome up to 14 and private dining is available for up to 25 people.

The January 23 launch of Rydges Australia Square marks the 45th property in the growing Rydges portfolio across Australia and New Zealand.

Poco Local Wine Bar is open for breakfast, lunch and dinner

Rydges Australia Square features 280 guest rooms

From In Room to Conferencing, Breakfast to Bar, Nespresso Professional is your partner when it comes to premium coffee for your hotel.

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Lasting legacy

HOSPITALITY INDUSTRY VETERAN CAVALIERE GIOVANNI

VITERALE TELLS RUTH HOGAN WHAT TO EXPECT FROM SINGAPORE’S FIRST ALL-VILLA RESORT, RAFFLES SENTOSA SINGAPORE, AHEAD OF ITS MARCH OPENING.

It’s an exciting moment for the Raffles brand to launch a new hotel in the home of the first Raffles hotel. Are locals excited for this latest iteration?

Absolutely, there’s a palpable sense of excitement in Singapore. The resort builds on the Raffles brand’s rich legacy, which began with the iconic Raffles Hotel in 1887. Now, 138 years on, it has evolved into a tropical resort setting on Sentosa Island. Set in 100,000 square meters of lush greenery, it is Singapore’s first all-villa resort, offering 62 spacious private villas, each with its own pool and terrace. Locals are intrigued to see how this all-villa property will blend exclusivity with the island’s natural beauty, all while maintaining the brand’s renowned luxury service. It’s an exciting opportunity to debut this resort, an oasis immersed in nature and wellbeing.

As the country’s first all-villa property, tell us about the types of travellers you’re expecting to stay at this luxury property?

Offering a distinctive getaway that blends

nature, heritage and wellness with the legendary traditions and world-class hospitality of the Raffles brand, the resort will appeal to both international visitors and local residents – from couples to families and multigenerational groups, wellbeing seekers to local staycationers. With two stunning ballrooms and a variety of unique event spaces within the

Cavaliere Giovanni Viterale, Cluster General Manager of Raffles

Sentosa Singapore and Sofitel

Singapore Sentosa Resort & Spa

Raffles Sentosa Singapore is the country’s first all-villa resort

tropical grounds of Raffles Sentosa Singapore, this resort will also offer the perfect setting for weddings, private events, luxury brand launches or smaller celebrations including birthdays and anniversaries.

Tell us about some of the unique design details we can expect from this Yabu Pushelberg creation.

Yabu Pushelberg has designed a masterpiece, seamlessly blending Sentosa’s tropical beauty with modern sophistication. Each villa features a harmonious balance of natural materials, rich textures, and a soothing colour palette inspired by the island’s lush surroundings. Expect spacious layouts, private pools, and curated artworks that reflect Singapore’s culture, flora, and fauna. The design effortlessly merges indoor and outdoor spaces, creating an immersive experience that connects guests with the island’s serene natural landscape.

The spa is a conversion of a heritage landmark. How will this story be reflected in the guest experience?

The Raffles Sentosa Spa is housed in a heritage building that has been conferred the Urban Redevelopment Authority Architectural Heritage Award. The spa’s transformation from a heritage landmark honours its rich history while offering contemporary wellbeing experiences encompassing mindfulness, massage, fitness, hydrotherapy and spa treatments. Every detail, from the architecture

to the surroundings and treatments, is designed to evoke a sense of calm.

How will the restaurants and lounges raise the bar in hotel dining?

Raffles Sentosa Singapore will be the ultimate dining destination in the city, offering five exceptional restaurants and lounges, helmed by chefs with Michelin credentials. These venues will showcase a diverse array of global cuisines, crafted from the freshest local and international produce and sustainably sourced ingredients. Surrounded by natural surroundings and complemented by worldclass food and beverage offerings, the resort’s restaurants and lounges provide the perfect setting for celebrations.

Sentosa Island is the first GSTCcertified island destination in Asia. How is the hotel ensuring it remains respectful to the environment?

At Raffles Sentosa Singapore, we are committed to minimising our impact on the pristine natural environment. We believe

that luxury can be enjoyed in harmony with nature, and we strive to implement green practices in every aspect of our operations. Our commitment to sustainability encompasses a range of ecofriendly initiatives including resource conservation and energy efficiency, sustainable food sourcing and waste reduction, green transportation and support for the local community.

What learnings from your expansive career in luxury hotels – including your time with The Fullerton Hotel Sydney – will you apply at this property?

Throughout my career, I’ve learned that exceptional hospitality stems from a deep understanding of the guest’s needs and an unwavering commitment to excellence. Each touchpoint has to be personalised to create cherished memories for our guests. In addition, it is also important to foster strong connections with the local community, ensuring the hotel is not just a luxury retreat but an integral part of Singapore’s vibrant cultural landscape.

Tell us about some of your key goals for your first 12 months in business. My primary goal is to establish Raffles Sentosa Singapore as a benchmark for luxury hospitality, both in Singapore and globally. Through our team’s dedication to extend Raffles’ renowned gracious hospitality, we aim to curate memorable guest experiences that showcase the best of Singapore and further build upon our brand’s storied legacy. n

The resort features 62 spacious private villas

Life at La Vie

LA VIE HOTELS AND RESORTS’ RECENTLY-APPOINTED CHIEF OPERATING OFFICER MARCUS HANNA SPOKE TO RUTH HOGAN ABOUT THE WHITE LABEL LANDSCAPE, ASSET ENHANCEMENT AND GLOBAL EXPANSION.

Marcus, you recently joined the La Vie team after nearly two decades with Accor. What drew you to this role and company?

There has been a shift towards white label and third-party hotel management in Asia Pacific, and while it’s still in its infancy, it’s certainly gaining traction. It’s a very big model in the US and Europe, and it’s coming here. Having seen the focus on owner returns, looking after the asset, looking after the people, and the focus on guest satisfaction, I thought it was a great opportunity to join and see if we can grow the business. I’ve known Jerry Xu (CEO of La Vie Hotels and Resorts) for about 15 years. He’s a great guy, he’s a good operator, and he’s got a good team on board.

How will you cultivate your relationships within the hotel industry in this new role?

We see the brands as partners. We want to make sure that we put the right brand on the right hotel for that location, that will get the

Hanna, Chief Operating Officer, La Vie Hotels and Resorts

owners a return. We work hand in hand with the brand to ensure the property is successful for them and for us. I’ve had a lengthy working history with Accor and with IHG, and we’ll use those relationships to continue to grow as well as engaging other global brands to further enhance owner recommendations.

What locations are of particular interest in La Vie’s expansion plans?

Japan is a market that we would like to get into. That’s big on our agenda. We want to grow our portfolio in Thailand (currently one property in Patong Beach). Singapore is pretty tightly held. We’d love to get into Singapore, and to continue to expand in the Maldives. We are also expanding our support offices to include Shanghai this year which will give us important in-market visibility.

Will you be primarily focused on existing or new-build properties?

We are looking at both conversions and new builds. Nu by Yoo is a prime example of an owner that wanted a brand that was not in Australia. It is a 97-key new-build hotel and there will be branded residences as well –and that brand will assist with selling the residences. Yoo is a Philippe Starck design brand, and it will be a very interesting addition to this market.

The Islington Hotel in Hobart is an important property in the Australian portfolio. How has hotel and guest experience evolved since La Vie came on as both owner and operator in 2022? The benefit of La Vie is having our own platform – a team of commercial, revenue, technical services, procurement and marketing experts – ready to plug in to any new hotel. The Islington has had an investment of close to $1 million since it was taken over. Now, we’re in a good space to showcase this hotel as a leader in its category.

Adge Hotel and Residences offers boutique accommodation in Sydney’s Surry Hills

Marcus

What percentage of La Vie’s properties are owned and managed? And what are the benefits you see in owned versus managed and vice versa?

At the moment, about 20% is owned and the

rest is managed. One advantage of owned is that we make all the decisions. If we are going to invest, we make that decision internally, and we have our own technical service team that can help with the design.

Our model is mainly built on managing properties on behalf of an owner, and that’s where we see the majority of growth. Hotel management is our expertise, and that’s what we deliver to ensure the best returns for the owner. We have a sister company that provides housekeeping services, and we have procurement services that we can offer as well. We are a one-stop shop for owners.

La Vie has also established its own brand NOOE (Never Odd Or Even). Can you tell us a bit about that and any future plans for the brand?

Our model is built on working with owners and understanding what their objectives are, making sure that the right brand is on that hotel. For our hotel in the Maldives, we created a brand around that hotel – we have the expertise in house to do that. NOOE is a lifestyle brand with a strong emphasis on Food and Beverage in resort or city locations. The brand will grow. We expect to announce another NOOE – a new build property – in the coming months. n

La Vie has invested close to $1 million in the refurbishment of The Islington Hotel, Hobart

BEYOND HOTELS

Accor enters a new chapter in travel driven by increased demand in the extended stay and branded residences sectors.

The hospitality landscape in Australia and New Zealand is swiftly evolving, shaped by shifting traveller preferences and a growing demand for flexible, lifestyle-driven experiences.

Many guests now prioritise spacious, flexible accommodation that supports both work and leisure, reflecting the growing convergence of professional and personal lives. At the forefront of this transformation is Accor, a long-standing leader in hotels, now rapidly expanding its dominance within the extended stay and branded residences sectors.

With more than 125 extended stay properties in the Pacific and nearly 50 branded residences worldwide, Accor is delivering solutions that meet the demands of today’s travellers and the ambitions of tomorrow’s developers.

MEETING THE NEEDS OF MODERN TRAVELLERS

Demand for extended stays is surging, driven by remote workers and families seeking more space for longer trips.

Brands like Peppers, The Sebel and Mantra offer flexible solutions that combine home comforts with hotel-quality service. These properties can feature fully equipped kitchens, spacious living areas, and facilities like ‘Grab & Go’ food and beverage concepts. Whether for a week or several months, guests can enjoy a seamless blend of independence and hospitality.

“Australian and New Zealand travellers have long appreciated the independence and space offered by apartment-style accommodations,” explains Adrian Williams,

ACCOR’S LEADING EXTENDED STAY BRANDS

PEPPERS:

Peppers offers escapes in stunning destinations across Australia, New Zealand and Indonesia. From beachside resorts to vineyard retreats, it’s known for personal service, refined luxury and exceptional dining.

THE SEBEL:

The Sebel is Australia and New Zealand’s premier upscale apartment brand, offering elegant surroundings and the freedom to feel at home. Perfect for the seasoned traveller, it delivers unforgettable stays with warmth and style.

MANTRA:

Mantra offers flexible accommodation in bustling cities, coastal escapes and favourite holiday spots. Perfect for business trips or family getaways, it provides the freedom to gather and relax your way across Australia, New Zealand and Hawaii.

A Level 45 Penthouse at Shadow Play Melbourne by Peppers

Chief Operating Officer PM&E for Accor in the Pacific. “In recent years, demand has grown significantly, and we’re incredibly proud of the 14,000+ apartments in our network today.”

BUILDING VALUE FOR THE FUTURE

The rise of serviced apartments is driving developers to seek partnerships with trusted brands that offer robust management expertise.

“We are seeing record interest from developers and hotel investors,” says Lindsay Leeser, Chief Development Officer for Accor in the Pacific. “This segment offers lower breakeven occupancies, higher margins, and stronger returns with short, medium and extended stay capabilities.

“An experienced asset management team can be a game-changer for investors,” adds Adrian Williams. “Accor’s proven track record and loyalty program, ALL, amplify guest engagement, retention and demand, making us a preferred partner.”

By continuously innovating and investing in its ecosystem, Accor enables hoteliers to capture new markets, maximise occupancy, and unlock unparalleled growth potential.

BRANDED RESIDENCES: A GAME-CHANGER

Complementing its extended stay expertise is Accor’s leadership in branded residences, managed under the Accor One Living platform. This industry-first 360° platform supports the development, design and operation of branded communities.

“We’re incredibly proud of the 14,000+ apartments in our network today.”

Adrian Williams, Chief Operating Officer PM&E, Accor Pacific

Branded residences offer hotel-style amenities, such as a concierge or 24hour room service, elevating comfort and hospitality for homeowners. Residences can also be rented out through Accor’s global distribution platform. Owners also receive significant benefits when travelling around the world at Accor properties, enhancing

the lifestyle appeal of owning an Accor branded residence.

Ennismore, a lifestyle hospitality company in which Accor holds a majority stake, will debut its first branded residential project in Australia this year with Mondrian Residences Gold Coast at Burleigh Heads. This sold-out project includes 84 homes, offering access to hotel services like room service, concierge and a private house car.

With nearly 50 branded residence communities in operation and more than 110 in development worldwide, Accor is the second-largest player in this growing category.

SETTING NEW STANDARDS

With a projected global portfolio of over 270 branded residence communities by 2028 and a growing extended stay network, Accor is leading a new era of hospitality.

“Our ability to integrate extended stay, branded residences and lifestyle offerings ensures we remain at the forefront of the industry,” concludes Adrian Williams. “We are proud to drive growth, deliver exceptional experiences and create spaces where people truly feel at home.” n

Mondrian Gold Coast Hotel & Residences at Burleigh Heads will launch later this year

Mantra 2 Bond Street Sydney has taken inspiration from New York’s loft-style apartments

GLOBAL goals

LEE RICHARDS,

THE NEWLY APPOINTED CEO OF SEIBU PRINCE HOTELS AND RESORTS’ INTERNATIONAL DIVISION, TELLS RUTH HOGAN ABOUT THE COMPANY’S AMBITIOUS GLOBAL GROWTH STRATEGY.

Tell me about your hospitality career and how that all began. Well, funnily enough, I came into the hospitality industry by accident. I was a professional footballer for Swansea City when I was growing up. At the age of 19, I had an accident and injured my leg, so I had to retire early. That’s where my discipline comes in, I suppose, and I’ve really followed it through into my latter career.

I started off with Trusthouse Forte, which was then the number one hotel company in the world, equivalent to perhaps Marriott or Accor these days. After the first Gulf War, I decided to move to the luxury end of the market. I had a wonderful mentor who developed me into middle management, and I quickly rose the ranks in operations of several hotels in London. About the age of 27 I secured my first general management position for Le Meridien Hotels in the UK and held various general management positions with Melia, IHG and spent 10 years with Millennium Hotels and Resorts – mainly in the UK, before moving to Singapore as SVP of Operations and Development. In 2018, I joined Swiss-Belhotel International, where I held global senior leadership positions, and now I’ve taken the leap to Seibu Prince Hotels and Resorts.

The hotel industry can provide really exciting career progression, which you have seen, and at that CEO level, you really need to have that variety of experiences across so many areas.

I’ve been quite fortunate in my career that I’ve had a diverse range of positions, from operations, commercial, then corporate and head office level. I’ve taken many opportunities and now I’m instilling that into the company where we can move forward in a systematic approach with a strategic outlay and view of where we would like to be – that is 250 hotels by 2035. It’s a big ask in 10 years, but I believe with the right team, the right culture, the right strategic approach, we will achieve it. I’ve outlined a 50:50 approach – 50% acquisition, 50% of the growth will come through HMA, franchise or lease. We need to be mindful that to grow the number of hotels we require, we have to be flexible.

What is it about this company that appealed to you?

The DNA of the company will always be that Japanese hospitality, which is second to none – service from the heart. I like that philosophy, and I believe it will put us in a good position going forward. For me, it’s about bringing

what’s in Japan, which has been extremely successful, to the international stage. It’s not very often that you have a company wishing to grow so many hotels, and 75% of that growth will be outside of Japan. We’re already starting that journey. Every day is an exciting challenge.

Tell us a bit more about that international growth strategy and key locations of interest.

The new head offices for the international division will be in Sydney and Bangkok. The growth will come from Southeast Asia to the west of the world, eventually ending up in America, where we already have three hotels in Hawaii and one in New York. So there is going to be four focus regions: Southeast Asia; Middle East and Europe; American region; and Asia Pacific, which will strengthen the growth of the company going forward.

The focus will be on key capital cities, predominantly in Asia to start with. We’re

A rebranded Park Regis by Prince Singapore unveiled an extensive refurbishment last year

Lee Richards, Seibu Prince Hotels and Resorts

currently looking at Bangkok, Thailand, Singapore, Indonesia, Malaysia, Vietnam, Cambodia. I’m looking at resorts. Maldives is on the radar. We’ve got regional offices in Dubai, so it will be Abu Dhabi, Saudi, Dubai, possibly Bahrain; Europe – Paris, in particular, Germany, Italy and Spain and London; and then continue our expansion into the West. We already have a hotel in New York, so we will be looking at California, Los Angeles.

How is Japan’s outbound tourism market influencing your growth strategy?

A lot of Japanese travellers, probably 60%, are staying within Asia – Thailand and Singapore are very popular at the moment. Asia is our first phase of expansion. They are also travelling to the US, Australia and New Zealand. The Dollar to the Yen plays a big part in that. There is a lot of interest in Japan as a holiday destination at the moment, and now we can offer that Japanese hospitality experience anywhere in the world.

What segments will you be focused on?

We’re creating a number of new brands as we speak. One is at the ultra luxury level, and will complement our existing brands in the luxury segment – The Prince Akatoki, The Prince, The Grand Prince – and define who we’re going to be in the next 10 years.

There will be about a 70:30 mix, with 70% of the portfolio in the luxury, ultra luxury end and 30% will be midscale. We’re very

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successful with Park Regis by Prince – we’ve just rebranded our hotel in Singapore last year and we’ve got another hotel opening in Jakarta in early 2025 and more in the pipeline.

I am also in discussions with some owners about these new brands and improving their assets. At the end of the day, we need to deliver the return on investment in their revenue and gross operating profit. n

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Seibu Prince Hotels & Resorts’ Southern Highlands property, Park Proxi Gibraltar Bowral

CONVENIENT CONVERSION

A BIRMINGHAM-BASED FUEL STATION OPERATOR IS EXPANDING INTO THE HOTEL BUSINESS, WITH THE OPENING OF A NINE-BEDROOM HOTEL ABOVE THE FORECOURT. FOLLOWING A SUCCESSFUL FIRST YEAR IN BUSINESS, OWNER DANNY AHMED TELLS REPORTER SIMON KING ABOUT PLANS TO EXPAND THE CONCEPT INTERNATIONALLY.

While staying the night above a petrol station may not be everyone’s idea of the perfect luxury break, forecourt owners Rahila and Danny Ahmed insist their nine-bedroom boutique hotel, built over their Gulf site in Birmingham, has been so popular since opening in January 2024 that they intend to offer the template to other operators.

Hotel Holloway, a conversion of former office space, brands itself as an “oasis of comfort and sophistication” close to the city centre.

With a drop in demand for office space as many work from home, Ahmed, together with his late father-in-law, Arshad Iqbal – a former director of Falcon Service Stations – came up with the idea of the vertical expansion into hospitality.

From the outside, the establishment, looks unprepossessing – a one-floor block running the entire width of the forecourt, with an entrance stairwell to the left.

Ahmed said the hotel uses what might have been dead space to create revenue for the business. As well as the hotel and forecourt, the site also includes a large convenience store, hand car wash and Bull Burgers, all of which are owned by the enterprising couple. In

addition to this site, the Ahmeds also run three other petrol stations.

Ahmed, who has owned the busy Birmingham city centre forecourt for 13 years, said it took about a year to get planning and building consent for the project.

“Part of that was because of the administrative backlog from the pandemic, but also because of the potential hazards of accommodation above a petrol station,” he said.

“The building has concrete floor, ceiling and walls, fire resistant doors and windows which are 65mm thick.”

Ahmed said the £1.2 million investment is paying off, and he is projecting that hotel turnover will be £465,000 turnover in its first year.

“We will achieve our return on investment much quicker than I had originally planned,” Ahmed said.

The hotel itself, which offers selfcheck-in, has no facilities other than the rooms, which list at between £99 and £180 for a night in February. However, guests can avail of 10% discounts at the Bull Burgers fast food outlet on the forecourt, and 20% reductions in the Costcutter convenience store, free parking, access to EV charging and a complimentary mini valet at their adjoining hand car wash with “signature” bookings.

Hotel Holloway sits above the Gulf fuel station in Birmingham

The colour-filled lobby at Hotel Holloway

Guest rooms feature an ensuite, Rituals amenities and gift set, minibar, and tea/coffee facilities

Reviews on online booking platforms such as TripAdvisor and Booking.com are positive, with scores of 5 stars and 8.3 out of 10 respectively.

FUTURE GROWTH

As a spin-off initiative, Ahmed plans to help other forecourt operators use his experience to develop extra space on their sites into hotels. “We have learned so much that we can pass on,” Ahmed said. “Within the next 12 months, we’ll have another two more hotels above petrol stations; the first one will be in Old Trafford, Manchester and offer 23 rooms.

I won’t own the petrol stations, but I will own the hotel.”

Ahmed said that he’s had a few international enquiries, particularly from retailers in the Middle East and Asia.

“People have contacted me and asked to look at their sites, but they’ve got nothing of great interest in their location,” he said. “For sites near football stadiums, it will work, as people do travel to watch football.

“From Hotel Holloway, we’ve got music venues, theatres and shopping on our doorstep. The only things that we can’t guarantee about Birmingham is a beach or the weather.”

LOOKING AHEAD

Throughout this year, Ahmed is launching an app for Hotel Holloway, which will give guests even more control.

“With the app, customers will be able to change the channels on the TV, send notifications including requesting a room be made up, turning the lights off and change the air-con temperature,” Ahmed said.

He said that with Birmingham promoting more environmental transport, with a clean air zone already in place, he is taking further precautionary action to safeguard his business with plans to knock down and rebuild the site as a 14-floor hotel and spa with 170 rooms, and 40 apartments.

“The site sells 1.5 million litres of fuel currently, so we are in no hurry, but we need to future-proof ourselves and look after our assets,” Ahmed added.

“Within 10 years, I believe we’ll have multiple sites with hotels; however, we are still going down the petrol station route, bringing former sites back to life.” n

AHICE SOUTH EAST ASIA IS BACK

THE 2025 AHICE SOUTH EAST ASIA IS SET TO BE BIGGER AND BETTER THAN EVER WITH TWO NEW EVENTS, OVER 100 SPEAKERS AND A POPULAR EMCEE.

South East Asia’s leading hotel owners, operators, consultants and suppliers are set to gather in Singapore next month for the highly anticipated return of AHICE South East Asia.

Following a successful debut event in 2024 which welcomed over 500 industry figures, the 2025 event promises to better than ever, with support from Agilysys, Hilton, IHG, Marriott International, Pan Pacific Hotels Group and Travel + Leisure Co. as Principal Partners. Taking place at Pan Pacific Singapore from January 24-26, AHICE South East Asia offers a conference program packed with over 100 insightful speakers, and stellar networking opportunities.

Top hoteliers will take to the stage including Pan Pacific Hotels Group Chief Executive Officer, Choe Peng Sum, IHG Hotels and Resorts’ SVP & MD EAPAC, Rajit Sukumaran;

and EVT Director of Hotels and Resorts, Norman Arundel.

Industry experts will delve into and debate the big issues in hotel development, investment, asset management, operations, branded residential and mixed-use development, tourism and much more in thought-provoking panel sessions.

2025 MC: ANITA KAPOOR

The 2025 event will be emceed by experienced media professional, wellness creative and twotime TEDx speaker Anita Kapoor.

Throughout her 20+ year multi-hyphenate career, Kapoor has been immersed in the world of media and communications, as a moderator, host, emcee, spokesperson, voiceover artist and podcaster.

A former travel television host with shows across CNA and Discovery, and a magazine

editor, the Singapore local is recognised for her powerful presenting and storytelling abilities.

TWO NEW TRACKS FOR DAY 2

The 2025 event will see the launch of two new tracks giving delegates the opportunity to delve deeper into the worlds of hotel technology and hotel design.

On the morning of Day 2, the new InnTECH Hotel Technology Summit and first-ever South East Asia Design Inn Symposium will run simultaneously.

The all-new hotel technology summit ‘InnTech’ will feature three hours of panel discussions, keynotes, Q&As and masterclasses firmly focused on the latest and emerging hotel technology.

From AI to procurement software, in-room entertainment, door locking tech, PMS and RMS systems, digital marketing, robots and

AHICE South East Asia returns to Singapore February 24-26

more, the InnTech Summits will feature rich content targeted at our VIP crowd of hotel investors, owners, GMs, VPs, CEOs and more.

Following the success of leading hotel architecture and interior design conference,

Design Inn Symposium Australasia-Pacific, the South East Asia Design Inn Symposium will examine the critical components of hospitality design and explore exciting new properties to open in the region. Expect

inspiring masterclasses, project deep-dives and evocative panel sessions featuring leading architects, designers, hotel operators and owners.

INSPIRING KEYNOTE SPEAKERS

Wellness will be a key focus of this year’s conference with an important keynote by Pillar Wellbeing CEO and Co-Founder, Harry Jameson.

An award-winning expert with over 15 years’ experience in the fitness and hospitality industries, Jameson is the brains behind wellness retreat programmes across top brands in luxury hospitality including Four Seasons, Rosewood Hotels and One and Only.

Fashion is also brought to the fore at this year’s conference, with a keynote presentation by All Saints Founder, Stuart Trevor.

The multi-award-winning fashion designer is launching into the world of hotels with ranges that celebrate his two main passions: having fun and protecting the planet.

Limited ticket packages are available. ahiceconference.com/southeastasia

The 2025 event will include panel sessions on hotel investment, development, operations and much more

Hosted by Foundation Partner Principal Partners Emerald Sponsors

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2025 PARTNERS AND SPONSORS

Hosted by Co-located with Co-hosted by Platinum Sponsors Affiliate Partners

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Organised by Silver Sponsors Media Supporters

2025 INDUSTRY LEADERS FORUM

WELCOME TO THE 23RD EDITION OF THE HM INDUSTRY LEADERS FORUM – YOUR COMPLETE OUTLOOK FOR THE YEAR AHEAD WITH EXPERT VIEWS AND INSIGHTS FROM LEADING HOTELIERS, TOURISM PROFESSIONALS AND SUPPLIERS ACROSS ASIA PACIFIC AND THE WORLD.

Sébastien Bazin

Chairman & CEO

No time for complacency in an ever-evolving industry.

AT ACCOR, WE are powered by people – our guests, our Talents, the communities we operate in, and our hotel owners. It’s our genuine care for people and planet which sets us apart. We proudly call ourselves Heartists, an embodiment of the unique Heart and Artistry we bring every day to forge meaningful connections and responsibly innovate the hospitality of tomorrow. This sense of purpose has been in our DNA for more than 50 years and, in 2024, it only felt natural to formalise our Purpose Statement: Pioneering the Art of Responsible Hospitality, Connecting Cultures, with Heartfelt Care. This guiding star was created following an extensive company-wide consultation and propels us into 2025 and beyond with a defined framework.

Connected by this shared purpose to boldly transform hospitality, our 45+ brands, spanning economy to ultraluxury continue to drive meaningful actions in the best way. Last year, our Mercure brand hit a huge milestone with its 1,000th hotel. Meanwhile, our legendary Orient Express brand unveiled the world’s largest sailing ship in what will revolutionise maritime travel and create hospitality history. We are stepping into 2025 with a powerful array of new hotels and resorts such as Orient Express Minerva, Pullman Chennai Anna Salai, Swissôtel Bucharest, Novotel Jakarta Pulo Mas and Hotel Giacomo Morra Alba - Handwritten Collection to name just a few.

We are the most diversified group operating in over 110 countries and there are plenty of exciting markets for us to continue to grow into such as China, India and the Middle East. What’s critical is continuing to pioneer and to be audacious keeping in mind the positive impact we must have on local communities.

Sustainability is at the heart of our purpose, and in 2024, we continued to accelerate our net positive strategy where we seek to give back more than we take. We doubled down on international coalitions, including the C40 alliance (a global network of mayors of the world’s leading cities united in action to confront the climate crisis) and a partnership with World Monuments Fund (an NGO dedicated to the preservation of historic architecture and cultural heritage sites around the world), as we know change won’t happen unless we stand together.

As a Group with over 330,000 Talents, we continue to act as a social elevator. With our Reveal Talent program, we provide career development opportunities for people who have never been to university. We were also proud to have 150 volunteers at the Paris 2024 opening ceremony, and we will develop more volunteering initiatives in 2025.

Looking ahead, we can’t be complacent, and this means responding to the ever-evolving hospitality landscape. The digital technology transformation, and more recently artificial intelligence (AI), impacts and elevates every stage of the guest experience. This could look like a more personalised recommendation system or the automation of repetitive tasks. But, above all, the true beauty of AI lies in freeing up time for our teams to concentrate on what we do best, Pioneering the Art of Responsible Hospitality, Connecting Cultures, with Heartfelt Care. n

SNAPSHOT: ACCOR

Year the company was founded: 1967

Year first hotel opened: Globally 1967; APAC 1982; ANZSP 1991

Number of brands in the organisation: 45+

Current number of hotels and rooms (Globally):

More than 5,600 hotels; 820,000+ rooms

Current number of hotels and rooms (APAC):

More than 1,600 hotels; 295, 000+ rooms

Current number of hotels and rooms (ANZP):

More than 400 hotels; 64,000+ rooms

Head office locations: Paris, Dubai, Sydney

Larry Cuculic

President & CEO

Wellness travel remains a priority in 2025.

FOR BWH HOTELS, 2024 marked another milestone in our journey to fulfill a global vision: inspiring travel through unique experiences. As a global portfolio company with 18 distinctive brands, BWH Hotels proudly stands as one of only two companies in the industry serving guests and developers from luxury to economy. We are the world’s second largest soft brand company, shaping the future of travel, one extraordinary experience at a time.

Amid the challenges and opportunities of the dynamic hospitality landscape, we focused on seizing new opportunities, thoughtfully expanding our offerings, and crafting solutions to meet the evolving needs of developers and guests.

One notable example is our luxury brand WorldHotels, which capitalised on increased demand for hard-brand hotels. In 2024, we celebrated significant launches, including WorldHotel Kobuleti in Georgia and Pearl of Africa in Uganda. Recognising evolving customer expectations, we extended our offerings beyond the traditional hotel model by launching WorldHotel Residences, including our second WorldHotel Residence Noble Crystal Tay Ho in Hanoi. Exciting projects in Ho Chi Minh City and Costa Rica are also underway.

Similarly, our efforts in the Middle East have yielded remarkable progress. Focusing on the Kingdom of Saudi Arabia, we signed eight new projects. Among these are the Executive Residency by Best Western Al Shafa Hotel Jeddah, the Best Western Kindah Hotel Makkah, and the Best Western Plus Madinah Hotel. These properties, directly managed by BWH Hotels, represent a new chapter for our brand in this growing market.

Turning to Latin America, we’ve embraced the region’s passion for boutique hospitality. This year marked the signing of our first GLō property in Mexico and the opening of our first Aiden in Georgetown, Guyana – the country’s first boutique hotel. Aiden’s signature focus on reflecting local personality aligns perfectly with Georgetown’s history and culture. We are confident in 2025, we will achieve a major milestone of 100 hotels in this region.

Meanwhile, India has emerged as a critical focus area for our expansion. With the government prioritizing infrastructure and middle-class growth, the market holds immense potential. Our strategic partnerships position us to capitalize on these opportunities in the coming years.

Beyond expanding our global footprint, we’re constantly seeking innovative ways to create experiences that resonate with today’s travellers. Guests are

increasingly looking for unique experiences. We’re thrilled to be entering glamping with the Zion Wildflower Resort at the entry of Zion National Park in Utah, offering an extraordinary blend of adventure and comfort.

Additionally, the wellness travel segment remains a priority as health-focused travel becomes a way of life. We recently signed the Soul Springs Sanctuary outside Mexico City, an inspiring addition to our portfolio.

Sustainability is another cornerstone of our strategy. Through our “Because We Care” initiative, we remain committed to three pillars: Earth, People, and Community. By requiring all properties to achieve a sustainability certification by 2026, we ensure a consistent and impactful approach to sustainable hospitality across our portfolio.

By empowering our people and leading with integrity, we continue to redefine what it means to create value for everyone connected to our brand – developers, hoteliers, guests, and team members. n

WorldHotels is capitalising on increased demand for hard-brand hotels

SNAPSHOT: BWH HOTELS

Year the company was founded: 1946

Year first hotel opened: ANZSP 1975

Number of brands in the organisation: 18 brands

Current number of hotels and rooms (Global): +4,300 hotels

Current number of hotels and rooms (APAC): 176 hotels

Current number of hotels and rooms (ANZP): 71 hotels

Head office locations (ANZP): Phoenix, Bangkok, Sydney

Bob van den Oord Chief Executive Officer

Growth in China a focal point in 2025.

IT’S WITH A great sense of accomplishment that Langham Hospitality Group (LHG) closed out 2024, a year filled with positive milestones for us in terms of growth, innovation, and brand elevation.

Key strides included our expansion in China, our home market, where we opened two new properties under our upscale segment brand, Cordis Hotels and Resorts – one in Foshan and another in Shanghai’s new SeaWorld complex. These additions not only grew our footprint in the country, raising our hotel count there to 21 but also strengthened the position of Cordis as a launchpad for heartfelt hospitality offerings grounded in wellness and local experiences.

Last year was additionally distinguished by the signing of new hotel management deals in Asia. These chiefly included agreements for debut properties in Bangkok and Kuala Lumpur under our flagship brand, The Langham Hotels and Resorts. Set to open in 2026 and 2027 respectively, the hotels will join The Langham, Jakarta to anchor our foothold in Southeast Asia, where disposable incomes and internal and inbound travel are rapidly rising. We also secured deals in China for the launch of a Cordis hotel in Kunshan and a Xiamen-based complex comprising three hotels, each under a different brand of ours.

While the immediate and future opportunities to grow our portfolio were welcomed, we were careful to place equal focus on enhancing our existing portfolio. To that end, we completed our 1500-room renovation of our Chelsea, Toronto hotel. We also concluded our refurbishment works at Ying’nFlo, Admiralty in Hong Kong, built a new pool at our Pasadena property and upgraded the suites and external façade of our flagship and founding hotel, The Langham, London.

Adding to these achievements was the rollout of Brilliant by Langham, our new loyalty and experiences platform. Introduced last February, Brillant has since amassed 450,000 members and secured partnerships with numerous global brands, including DFS, Mastercard and Cathay Pacific, among others.

Looking ahead to 2025, we very much expect to expand our membership base for Brilliant as we continue to further our core objective to elevate our hotel brands through a range of strategic marketing initiatives. These will include the continued deployment of our recently launched global brand campaign for The Langham, which credits its celebrated legacy to the lives of those who frequent the hotels bearing its name.

Growth will, like last year, be another focal point for us in 2025, one that will largely be addressed through the opening of new hotels in China and the securing of new management contracts elsewhere in Asia.

Portfolio enhancement will remain a key imperative as well. This will largely centre on the renovation of the rooms, grounds and restaurants at The Langham, Huntington, Pasadena.

While these efforts are underway, we will concurrently work to further our digitisation aims and strengthen our group-wide sustainability commitment line with our 50 per cent reduction pledge for 2030 and net zero commitment for 2045.

Finally, we will continue to hone our culinary edge. Our world-class Cantonese cuisine expertise has already been recognised with seven Michelin stars and four Black Pearl Awards, and we aim to continue building on this success. To that end, we will launch our Chinese Master Chef Academy to further bolster talent across our portfolio. This year will also see us extending our Heritage Afternoon Tea concept from our London hotel to additional properties, putting our storied legacy front and centre. n

SNAPSHOT: LANGHAM HOSPITALITY GROUP

Year the company was founded: 2003

Year first hotel opened (Globally): 1865

Number of brands in the organisation: 4

Current Number of Hotels and Rooms (Globally): 33 hotels; 11,537 rooms

Current Number of Hotels and Rooms (Asia-Pacific): 26 hotels; 8,117 rooms

Current Number of Hotels and Rooms (ANZP): 4 hotels; 1,463 rooms

Head office locations (Globally/APAC /ANZSP): Hong Kong

Jerry Xu Chief Executive Officer

Innovation, sustainability and expansion top of the agenda.

AS WE STEP into 2025, I am filled with immense pride and gratitude as we celebrate La Vie Hotels and Resorts’ 10th anniversary. Over the past decade, we have transformed from a promising startup into a recognised leader in the global hospitality industry, thanks to the dedication and support of our incredible team, partners, and stakeholders.

Looking back, La Vie has been a pioneer and first mover in the region. Our journey has been one of constant evolution, and today, we are proud to be transitioning into La Vie 2.0. This new phase reflects our vision for the future – one that is driven by innovation, sustainability, and global expansion.

2024 has been a year of tremendous growth. The thirdparty hotel management model has gained significant traction, becoming a major topic in industry discussions. We added 905 rooms to our inventory, reinforcing our commitment to expanding and evolving as we move into our anniversary year. A key milestone in 2024 was the appointment of Marcus Hanna as our Chief Operating Officer. With his wealth of experience and strategic foresight, I am confident that Marcus will guide La Vie to new levels of success, innovation, and operational excellence.

As we move forward, our core values remain at the heart of everything we do. We are strategically focused on adding value to hotel owners and capital partners, ensuring that our relationships are built on trust, transparency, and mutual success. We continue to invest in strengthening our platform to better support our goals and deliver exceptional results. Our global footprint will continue to expand with the opening of new support offices in Shanghai and the Philippines, marking a critical step in further strengthening our platform and supporting our teams across regions. These offices will better equip us to serve diverse markets and solidify our position as a global hotel management powerhouse.

Looking ahead to 2025, we are focused on integrating cutting-edge technology and sustainability into our

“We are proud to be transitioning into La Vie 2.0.”

Jerry Xu, La Vie Hotels & Resorts

operations. By leveraging advanced technologies, we aim to deliver smarter and more efficient solutions that enhance guest experience and improve hotel performance. Our commitment to serving our clients by creating value and building long-lasting relationships remains at the heart of our business, as we strive to ensure longterm growth.

La Vie’s steadfast commitment to excellence has been the cornerstone of our growth and evolution. The anticipation for 2025 is accompanied by excitement as we embark on a journey of growth. We are aiming to add some 20 additional hotels to the group over the next 18 months, including some exciting announcements on both people and hotels. n

SNAPSHOT: LA VIE HOTELS & RESORTS

Year the company was founded: 2015

Year first hotel opened: 2016

Number of brands in the organisation: 15

Current number of hotels and rooms (Globally): 21 hotels; 2,767 rooms

Head office locations: Sydney, Bangkok, Singapore, Dubai

202 Elizabeth offers a boutique hotel experience in Sydney’s Surry Hills

Jeff Wagoner

President & CEO

Resurgence in international travel presents great  opportunities.

2024 WAS A transformative year for hospitality, marked by a resurgence in travel and a growing appetite for meaningful experiences. At Outrigger Hospitality Group, we embraced this momentum as an opportunity to innovate and elevate while staying attuned to the broader trends shaping the industry.

From the $60 million transformation of Outrigger Kona Resort and Spa to the reimagining of Outrigger Waikīkī Paradise Hotel as our second craft property, we showcased our dedication to blending cultural authenticity with contemporary comfort. Outrigger Waikīkī Beachcomber Hotel made history as the home of Cirque du Soleil’s ‘Auana – the first resident show in Hawai‘i. Across the Pacific, our properties in Thailand, Maldives and Fiji underwent thoughtful upgrades, seamlessly blending cultural authenticity with barefoot luxury.

As we enter 2025, the anticipated resurgence of international travel presents exciting opportunities for growth. The Asia-Pacific region, with a particular focus on Australia, New Zealand and Southeast Asia, continues to be a cornerstone of our expansion strategy. We are actively pursuing acquisitions in premier beach resort destinations, committed to offering travelers unique experiences that celebrate the character of each location while upholding our brand’s values of cultural respect and environmental stewardship.

Navigating challenges such as fluctuating economic conditions, evolving guest expectations and talent shortages will require innovative solutions. We are investing in technology, particularly artificial intelligence, to reimagine travel planning and deliver hyperpersonalized guest experiences. AI’s role in streamlining operations and enhancing efficiency will be pivotal as we shape the future of hospitality.

Today’s travellers are seeking deeper connections, both with the destinations they visit and with the brands they trust. Sustainability and meaningful experiences are no longer optional; they are essential. Our Outrigger Zone initiatives, which focus on ocean health and conservation, are a reflection of these shifting priorities. From planting coral reefs in Fiji to native trees in Maui, our #OutriggerCares programs embody our commitment to giving back and caring for the communities that we serve.

The evolution of hotel management also demands a convergence of design, technology and operations to create seamless, unforgettable guest journeys. At Outrigger, we are embracing this integration, using our core pillars of caring for hosts, guests and place as our compass for driving authenticity and innovation.

“The hospitality industry cannot thrive in isolation.”

Jeff Wagoner, Outrigger Hospitality Group

Strategic upgrades across our portfolio are set to elevate the guest experience. At Outrigger Kona Resort and Spa, the new Voyager 47 Club Lounge and Presidential Suite will set a new standard for refined, barefoot luxury. Outrigger Kā‘anapali Beach Resort will debut fully revitalised rooms and public spaces, while Outrigger Kaua‘i Resort and Spa will feature thoughtful enhancements that breathe new energy into this retreat. Meanwhile, the iconic Outrigger Waikīkī Beach Resort will undergo a transformative redesign, blending its storied legacy with a bold, contemporary vision. These investments reflect our unwavering commitment to innovation and the guest journey.

In the broader market, partnerships and collaborations will become increasingly critical. The hospitality industry cannot thrive in isolation; it must continue to connect with communities, travel consortia and global organizations to stay ahead. Regenerative tourism, driven by both demand and responsibility, will be a cornerstone for growth in 2025 and beyond.

At Outrigger, we are confident that our focus on conservation, innovation and authentic guest experiences will position us to thrive in this evolving landscape. Together with our partners and hosts, we’ll continue redefining hospitality and inspiring travelers to explore the world’s most iconic beach destinations. n

SNAPSHOT: OUTRIGGER HOSPITALITY GROUP

Year the company was founded: 1947

Current number of hotels and rooms (Globally): 30 hotels; 5,600 rooms

Head office location: Hawai’i

Girish

Jhunjhnuwala

Founder & CEO

2025 is poised to be a year of growth and  innovation.

AS WE REFLECT on 2024, it was a year of recalibration and strategic focus for Ovolo Group. In late 2023, we began reallocating capital to reinvest in high-growth markets where our brands have strong resonance. This strategy led to the successful divestment of The Sheung Wan by Ovolo in Hong Kong and The Woolstore 1888 by Ovolo in Sydney, enabling us to prioritise expansion in Southeast Asia. Supported by favourable macroeconomic conditions in hospitality and tourism, Thailand and Indonesia remain key markets where we are actively seeking expansion opportunities. Notably, we are focusing on growing our Mamaka brand in South East Asia, with our recent acquisition of the Hilton Garden Inn Phuket through Trio Capital, marking an exciting first step.

Australia presented unique challenges throughout 2024, as markets moderated, and the full recovery of long-haul leisure travel remained elusive. To adapt, we broadened our appeal beyond leisure travel. Our portfolio agreement with Small Luxury Hotels (SLH), bolstered by their partnership with Hilton in mid-2024 has been instrumental in enhancing our distribution and expanding Ovolo’s reach to a broader global audience, enabling us to remain competitive while continuing to deliver the tailored, experiential stays that define our brand.

Looking ahead, 2025 is poised to be a year of growth and innovation for Ovolo. Beyond real estate investments that have fuelled our success, we are diligently exploring asset-light initiatives and enhanced distribution frameworks to scale our presence across the AsiaPacific region.

At the heart of our strategy is bringing to market, unique properties characterised by bespoke design and tailored to the evolving needs of the modern traveller. This ethos, rooted in our core pillars, continues to guide

our approach, from creative design to reimagined guest services, consistently redefining what it means to feel at home, away from home.

“We are diligently exploring asset-light initiatives and enhanced distribution frameworks to scale our presence.”

Girish Jhunjhnuwala, Ovolo Hotels

SNAPSHOT: OVOLO HOTELS

Year the company was founded: 2002

Year first hotel opened: 2010

Number of brands in the organisation: 2

Current number of hotels and rooms (Globally): 10 hotels; 943 rooms

Current number of hotels and rooms (APAC): 10

Current number of hotels and rooms (ANZP): 5

Head office location: Hong Kong

From a broader industry perspective, as the hotel management landscape evolves, we are embracing key trends driving change in the industry. Personalisation remains at the forefront, as travellers increasingly seek curated, one-of-a-kind experiences tailored to their preferences. The rise of bleisure travel presents a significant opportunity to create spaces that balance productivity with relaxation and functionality with inspiration. Additionally, sustainability is becoming a non-negotiable, with travellers demanding eco-conscious options like zero-waste initiatives, renewable energy integration, and self-sustaining hospitality solutions, all of which align with Ovolo’s long-term commitment to reducing our environmental footprint.

With a proven track record of blending modern design, exceptional service, and a playful, guest-first ethos that sets us apart in the boutique hotel space, we are well-positioned to lead in these areas. In 2024, our bold, creative marketing campaigns across Hong Kong, Australia, and Bali reinforced Ovolo’s position as a disruptive force in hospitality. These efforts, combined with the industry accolades we earned for our properties, people, and partnerships, reflect our ability to connect with guests in meaningful ways and set new benchmarks in guest experience and innovation.

As we enter 2025, Ovolo Group stands ready to embrace the opportunities and challenges ahead. Building on the momentum of 2024 and focusing on personalisation, sustainability, and innovation, we remain steadfast in our mission to lead through bold ideas, pushing the envelope further and setting the stage for another transformative year. n

Lee Richards

Chief Executive Officer

Owners are seeking greater collaboration and  transparency.

IN 2025, I see a year of both challenges and opportunities. The hotel industry’s in a constant state of flux, operating in a dynamic landscape shaped by global events, economic shifts, and evolving traveller expectations. Reflecting on 2024, it was a year of cautious recovery. While the industry rebounded from the disruptions of previous years, a sense of measured restraint prevailed. The Asian market emerged as a driving force, propelled by a surge in inbound travel and favourable exchange rates, particularly in third-tier countries. However, the global development landscape saw limited mergers and acquisitions as companies focused on consolidating their positions and assessing their performance in the post-pandemic world.

The development landscape is undergoing a transformation. While large-scale, multi-property developments may be slowing, we anticipate a rise in individual property rebrands and conversions. Established brands will maintain their dominance in major markets like Europe, the Middle East, and China, however, exciting opportunities are emerging in less explored regions. More remote destinations in Asia such as Cambodia and Laos are attracting adventurous travellers seeking off-thebeaten-path experiences. We believe Singapore is poised for significant acquisition activity, and will be a key market to watch.

Although there is a view to positive growth, 2025 presents its share of challenges. Global events, such as the newly-elected US president and the ongoing conflict in Ukraine, have the potential to impact traveller confidence and economic stability. We must remain vigilant and adapt to these external pressures while closely monitoring economic fluctuations. The surge in leisure travel presents both opportunities and challenges. Destinations like Thailand, Vietnam, and Japan are experiencing record inbound tourism, and whilst this presents significant potential for growth, we must also address potential strains on infrastructure, particularly airline capacity which still affects Australia.

We see a growing desire for “back-to-nature” escapes, with a focus on freedom, remote destinations, and sustainable travel. Overtourism is prompting travellers to explore new, less crowded locales, driving demand for unique and undiscovered destinations.

Technology, particularly AI, is transforming the guest experience. From personalised recommendations to seamless service integration, AI has the potential to elevate guest satisfaction and operational efficiency. We

“We believe Singapore is poised for significant acquisition activity.”

Lee Richards, Seibu Prince Hotels & Resorts

must embrace these advancements and leverage them to create truly memorable and personalised experiences. The hotel management landscape is evolving rapidly. Companies are streamlining operations, embracing flatter hierarchies, and fostering closer relationships with both guests and business partners. Owner expectations are also shifting, with a greater emphasis on collaboration, transparency, and active participation in business decisions.

At Seibu Prince Hotels and Resorts, we are embracing these changes with enthusiasm. We are excited to introduce the Park Regis by Prince Menteng in mid-2025, a property that embodies our commitment to guestcentricity. We are actively pursuing new opportunities in the Middle East and Asia-Pacific, while nurturing our existing partnerships and upholding our century-long legacy of exceptional service. Our “Service from the Heart” philosophy, rooted in the spirit of omotenashi, guides our global approach. We are dedicated to creating unforgettable experiences that resonate with the modern traveller, blending luxury hospitality with local nuances to deliver a truly authentic and enriching stay. n

SNAPSHOT: SEIBU PRINCE HOTELS & RESORTS

Year the company was founded: 1920

Year first hotel opened: Globally 1920; APAC 1920; ANZ 2006

Number of brands in the organisation: 10

Current number of hotels and rooms (Globally): 84 hotels; 23,938 rooms

Current number of hotels and rooms (APAC): 74 hotels; 21,473 rooms

Current number of hotels and rooms (ANZP): 11 hotels; 621 rooms

Gavin Faull

Chairman & President

A year of international expansion ahead.

2024 WAS A year of growth; 2025 will be a year of expansion. Swiss-Belhotel International reflects with pride on the achievements of an interesting year.

As a group, our profitability and performance reflected an almost 50% growth. We are well placed and in an exciting financial and operational position to expand in 2025. Now having 150 hotels and projects in operation in 20 countries with 18 distinct brands, and a very strong pipeline which should double these operation numbers by 2026, we are seeing the effects of industry confidence plus the development results of our operational and management teams.

The opening of Swiss-Belhotel Brisbane in Queensland in late December 2024 was a significant milestone as we focus on Australasian expansion. Located next to the iconic Gabba sports stadium in Brisbane, the hotel is well placed for the expanding and exciting market of Brisbane and the hotel is already experiencing strong occupancy. Now with six hotels in Australia and New Zealand –with further capital investment in Swiss-Belresort and Villas Coronet Peak and in Swiss-Belsuites Pounamu, Queenstown – and negotiating on a number of operating hotels and projects in the region, 2025 will be a very positive growth period for Swiss-Belhotel International.

Our diverse portfolio globally is seeing strong expansion. Our anchor country Indonesia will double the number of operations by late 2025 as we acquire operating properties. Being the third largest country in Asia at 300 million people, after China and India, the potential is unlimited. We are expanding our executive teams and management to meet these expansion demands. This is a challenge in an industry which is under considerable talent pressure.

We are negotiating on a number of operations and projects in Malaysia, Vietnam, the Philippines, the United Arab Emirates, Saudi Arabia and Africa which will see huge growth to our already significant presence in these regions. We are presently reviewing property investment in Kenya which is an exciting change in our business philosophy. This will require capital support from outside investors.

With the strong tourism growth in Queenstown, New Zealand, we acquired villas as part of Swiss-Belresort and Villas Queenstown in late 2024 and the market acceptance has been impressive. A ‘house’ with hotel support and services has been a real market hit. We have developed

a number of branded residences operations in Vietnam, Malaysia, Egypt and Indonesia which have had the same very positive market acceptance.

Swiss-Belhotel International is developing franchise models which have already opened up exciting opportunities in China, Vietnam, Malaysia, Japan and Singapore.

“A ‘house’ with hotel support and services has been a real market hit.”

Gavin Faull, Swiss-Belhotel International

We have embarked on considerable investment into the distribution world to ensure our hotels get the advantage of the latest technology in booking platforms, customer relationship management tools, all-newfeature websites, digital marketing platforms and are developing a mobile app. We have centralised teams in Asia who handle our global support requirements operating and supporting all our operational teams almost like an outsourcing company. It is proving a huge success and seeing considerable growth in direct bookings and communications.

The launch 18 months ago of an enhanced personalised loyalty programme – Swiss-BelExecutive card (sbec) – has been a huge success and we are on our way to 5 million members in 2025.

We operate on the trust of our owners, our business partners, our guests and our teams. With over 10,000 associates it is a challenge of teamwork and communication. Success is shared not individual.

We are well placed for an exciting 2025. World economics and political challenges will always be there and these need to be handled with mature and sensitive management. 2025 will be the biggest expansion year in the history of Swiss-Belhotel International. n

SNAPSHOT: SWISS-BELHOTEL INTERNATIONAL

Year the company was founded: 1987

Year first hotel opened: 1991

Number of brands in the organisation: 18

Current number of hotels and rooms (Global): 150 hotels

Current number of hotels and rooms (APAC): Current number of hotels and rooms (ANZP): 6 hotels

Head office locations: Hong Kong, Dubai, Jakarta, Bali, Shanghai, Hanoi, Sydney, Auckland, Bangkok

Antony Ritch

Chief Executive Officer

Europe continues to be a core growth market.

AUSTRALIA’S HOSPITALITY MARKET is experiencing a dynamic period marked by both opportunities and challenges. Inbound travel has rebounded strongly, driving consistent demand across key markets like Sydney, Melbourne, and Brisbane, led by a resurgence in leisure tourism and steady recovery in corporate travel. However, inflationary pressures, rising operational costs, and construction challenges have impacted the sector.

At TFE Hotels, we are uniquely positioned to respond, leveraging our in-house centralised service model and trusted distribution partnerships to deliver commercially viable developments that stand the test of time.

As owners, operators, and developers, we’ve refined an operating model that enables us to seamlessly operate properties across all asset classes. This approach ensures our boutique luxury properties, as an example, can strike the right balance – allowing on-site teams to focus on delivering exceptional guest experiences while subject matter experts manage key business functions.

Our commitment to maintaining a vibrant and dynamic portfolio remains steadfast. Significant refurbishments are underway across several of our first-generation Adina properties, including Sydney’s Adina Town Hall, which reopens in February following a transformational upgrade, with further works planned at Adina Darling Harbour, Adina-Vibe Darwin Waterfront, and Berlin’s three Adina Apartment Hotels.

“Innovation remains at the heart of our strategy as we look to the future.”

Anthony Ritch, TFE Hotels

SNAPSHOT: TFE HOTELS

Year the company was founded: 2013

Year first hotel opened: 1982

Number of brands in the organisation: 9

Current number of hotels and rooms (Globally): 77 hotels; 10,958 rooms

Current number of hotels and rooms (ANZP): 61 hotels; 8,534 rooms

Head office locations: Sydney, Auckland, Berlin

The momentum behind our high-end Collection and A by Adina brands is stronger than ever, with new strategic projects on the horizon. This month, The EVE hotel will set a new benchmark for boutique luxury for Sydney. This will be followed closely by the international debut of A by Adina in Vienna in Q1, and the highly anticipated opening of Melbourne’s Hannah St. Hotel later this year. Europe also continues to be a core growth market, offering exciting opportunities for expansion in new markets.

Innovation remains at the heart of our strategy as we look to the future. We are investing heavily in cuttingedge solutions like our Guest Experience Platform, which will deliver a frictionless, seamless customer journey for our guests and team alike. I’m very proud of what the team at TFE Hotels has accomplished over the past 12 months, and with strong investments in technology, design, and guest experience, we remain committed to shaping our next chapter of hospitality excellence. n

Barry Robinson President and Managing Director

International Operations

Asia a key driver of global growth.

IN 2025, WE intend to expand by entering new markets, adding new resorts to our existing portfolio and enhancing our vacation ownership offerings across our club brands.

After acquiring the development rights to Accor Vacation Club last year, we successfully integrated the brand into the Travel + Leisure Co. family of brands. This acquisition expanded our portfolio to over 100,000 members in the Asia Pacific region, grew our club resort count by approximately 40% and established us as a partner of choice for leading hospitality brands.

Japan remains a priority for us and we recently acquired two fantastic ryokans: Club Wyndham Chikumakan Nagano and Club Wyndham Shirakabaso Shiga Kogen. We completed a 200 million yen (AU$2.1 million) refurbishment at Club Wyndham Chikumakan Nagano while maintaining its Japanese authenticity and adding Western elements – for example, the resort features traditional rooms with Japanese tatami mats and others with raised Western beds. This year, after the ski season, we will refurbish Club Wyndham Shirakabaso Shiga Kogen to offer members a blend of Japanese traditions and Western touches.

Innovation is the heart of our business, and we transformed a host of other properties last year across Phuket, Thailand; Wanaka, New Zealand; and Marcoola Beach, Coffs Harbour, Manly Beach, Perth, Dunsborough, Busselton, Hepburn and Kirra Beach in Australia.

Shared ownership is becoming more popular as people, especially younger generations, prioritise experiences over physical goods and seek to avoid the maintenance and depreciation responsibilities of owning holiday accommodation. Shared ownership within our clubs offers flexibility, professional management, and reduced risk compared to a typical holiday home.

Asia continues to be a key driver of global growth. The tourism boom is evident across China, Japan, Thailand, and Indonesia, particularly as younger generations prioritise travel and allocate more money toward holidays. Our Asian club, Club Wyndham Asia, achieved 67% growth in 2024 and appeals to a broad cross-section of demographics due to its flexibility and innovative features.

This year, we plan to expand geographically and deepen our market presence. We are examining options to sell new products under the Accor Vacation Club brand, introducing Club Wyndham Asia to new markets, and seeking management opportunities for hotels and resorts.

Finally, our teams are investing in our communities. The Pride International Diversity Resource Group (DRG) provides education to our workforce through seminars. Our sustainability arm is working on reducing power and water consumption, and revegetating local habitats. Our Women in Travel DRG and First Nations Working Group are building relationships and enhancing the career prospects of professionals. Finally, our philanthropic program has raised over AU$750,000 for children’s charities and aims to raise additional funds this year.

Our focus at Travel + Leisure Co. this year is capitalising on the trend of shared ownership to grow our clubs and deliver unforgettable experiences to our members, while supporting those around us. n

SNAPSHOT: TRAVEL + LEISURE CO.

Year the company was founded in Australia: 2000

Year first hotel opened in Australia: 2001

Number of brands in the organisation: 20

Current number of resorts and rooms (Globally): 275+ resorts; 28,000+ apartments

Current number of resorts and rooms (APAC): 89 hotels, 6,200+ apartments

Current number of hotels and rooms (ANSP): 53 hotels; 3,629 apartments

Head office locations: Singapore; Gold Coast, Orlando

Sebel Creswick Forest is among the Accor Vacation Club properties to join Travel + Leisure Co.

Garth Simmons

Chief Operating Officer, Premium, Midscale & Economy, Asia

Opportunities aplenty in Asia’s key markets.

ASIA’S HOSPITALITY LANDSCAPE demonstrated remarkable resilience in 2024, adapting to diverse market conditions while embracing transformative opportunities. From bustling urban hubs to serene resort destinations, the year was marked by dynamic travel trends and a resurgence in international tourism.

Asia remains a region of boundless potential, fuelled by its rich cultural diversity, economic vibrancy, and increasing connectivity. At Accor, we continue to innovate, opening remarkable properties such as one of the world’s largest Mercure hotels, Mercure Icon Singapore City Centre; Grand Mercure Imperial Palace Seoul Gangnam; and Mövenpick Hotel Jakarta City Centre. We also doubled our footprint in Japan, opening over 20 hotels spanning from the northernmost to the southernmost prefecture. We secured over 27 signings across the region, including highlights such as Pullman Tokyo Ginza, three new properties in Singapore, and 10 signings in both emerging and established destinations in Vietnam. These achievements exemplify how we craft experiences that resonate deeply with both local communities and global travellers.

Asia continues to show strong growth potential, led by key markets such as India, Indonesia, and Thailand. The region also attracts young, digitally savvy populations whose preferences are redefining modern travel trends.

This evolution underscores Asia’s readiness for dynamic growth and innovation. For Accor, several exciting developments are on the horizon. Our 2025 pipeline includes standout hotels such as Grand Mercure Resort Ao Nang Krabi; Grand Mercure Residences Saigon Riverside; Mövenpick Bintan Lagoon Resort; and Ibis Styles Kuala Lumpur Bukit Bintang, all designed to serve the diverse needs of travellers across the region.

The future of travel is rooted in our commitment to responsible growth. In 2024, we intensified sustainability efforts across Asia, focusing on plastic reduction initiatives, supporting ocean ecosystem restoration, and positively contributing to the communities where we operate. Looking to 2025, we will expand our collaboration with local stakeholders to drive meaningful environmental and social impacts, contributing more than we take. Key initiatives include food waste reduction, energy efficiency improvements, and advancing renewable energy adoption across our properties. Through these efforts, we aim to empower travellers to make sustainable choices throughout their stays.

Travel trends in Asia continue to evolve rapidly. Wellness, culinary exploration, and immersive cultural experiences are increasingly shaping travel decisions. The rise of blended travel – combining business and leisure – highlights the growing importance of flexible, multi-purpose spaces. At the same time, a surge in digital innovation is reshaping guest expectations and improving operational efficiencies.

The future of hospitality is built on talent, meaningful experiences, and deep-rooted human values. We are steadfast in our commitment to talent development, focusing on upskilling and creating growth opportunities. n

SNAPSHOT: ACCOR

Year the company was founded: 1967

Year first hotel opened (APAC) 1982

Number of brands in the organisation: 45+

Mövenpick Hotel Jakarta City Centre is among Accor’s recent openings in Asia

Current number of hotels and rooms (APAC):

More than 1,600 hotels; 295, 000+ rooms

Head office locations: Paris, Dubai, Sydney

Olivier Berrivin

Vice President, Asia Pacific

Expansion into branded residences a key priority.

BWH HOTELS HAS experienced significant progress in its expansion strategy across the Asia Pacific region, aligning with the robust resurgence in travel demand. As both domestic and international travel continue to increase, our hotels have benefited from the growing influx of guests, which reflects the positive market dynamics and travel growth across destinations throughout the Asia Pacific.

Our development path continues in strategic key markets across Thailand, Vietnam, Japan, Australia, Indonesia, the Philippines, Malaysia and Pakistan. This year we have signed properties in major gateway cities including Hanoi, Ho Chi Minh City and Bangkok. We also celebrated the opening of hotels throughout the region including the Best Western Chaweng Samui in Koh Samui, SureStay by Best Western Bangkok Ramintra and SureStay by Best Western Iconic Suvarnabhumi in Bangkok. Additionally, we reopened the newly renovated and rebranded Best Western Plus Hotel Nagoya Sakae. Under our WorldHotels portfolio, we introduced the stylish Hangzhou ZhongWei Goethe Hotel, a member of WorldHotels Distinctive.

Additionally, BWH Hotels is expanding into the branded residence sector. This year, we signed the spectacular Noble Crystal Tay Ho WorldHotels Residence in Hanoi, comprising of 955 luxury residential units, marking the first WorldHotels Residence in Asia, with more developments planned for the future.

Our growth is further fueled by our extensive global hospitality network, which includes 18 distinct brands across three hotel companies: WorldHotels, Best Western Hotels and Resorts, and SureStay Hotels. This diverse portfolio enables BWH Hotels to meet the needs of developers, investors, owners, and guests across all market segments.

Best Western Plus Carapace Hotel

Hua Hin is among the recent additions to a growing portfolio in Thailand

SNAPSHOT: BWH HOTELS

Year the company was founded: 1946

Year first hotel opened (ANZSP): 1975

Number of brands in the organisation: 18 brands

Current number of hotels and rooms (APAC): 176 hotels

Head office location: Bangkok

Looking ahead to 2025, BWH Hotels is well-positioned to leverage on the key trends that are impacting the travel and tourism landscape in Asia Pacific. One such trend is the growing demand for hotels that reflect the authentic local culture of their destination. With seven soft brands and collections, ranging from WorldHotel Luxury and WorldHotels Elite at the highest end of our spectrum to SureStay Collection by Best Western in the economy segment, we are offering travellers the opportunity to create a connection with their surroundings.

One of key focus is prioritising on sustainable construction practices and exploring innovative ways to reduce operating expenses, without compromising on quality. By integrating cutting-edge technologies and eco-friendly solutions, we aim to improve operational efficiency, reduce environmental impact and enhance guest experiences. This approach is aligned with our global sustainability strategy, Earth, People, Community which emphasises environmental responsibility and community engagement.

BWH Hotels is steadfast in its commitment to collaborate with our partners to drive industry innovation, implement sustainable practices and deliver exceptional guest experiences. n

Trent Fraser

Chief Executive Officer

Consumers are seeking to maximise value within their travel experiences.

THE YEAR AHEAD presents a dynamic outlook for the hotel sector in the Asia Pacific region, with some markets expected to grow, while others hold steady. At Choice Hotels Asia-Pac, we remain cautiously optimistic heading into 2025, ready to navigate the evolving landscape and seize emerging opportunities.

In 2024, we achieved significant growth, welcoming 40 new properties across the region, representing more than 2,700 additional rooms. This included 22 hotels in Japan, bringing our total in this key market to 96 properties. Japan continues to be recognised as one of the most attractive hotel investment markets regionally, and one of Australia’s top destinations for travel. As we move into 2025, our focus will be to expand further, both domestically within Australia and New Zealand, and more broadly across the Asia-Pacific region.

While our industry-leading midscale brands – Quality, Comfort and Econo Lodge – are steadily growing, we are also seeing expansion in our upscale brands. Notable additions into the Choice family include two recent additions to our soft brand, Ascend Hotel Collection –Bokarina Beach Apartments in Queensland and the soonto-be reimagined Alluna Motel in Armidale, NSW, along with Clarion South Melbourne, reflecting our ongoing commitment to providing diverse offerings that meet the evolving needs of travellers. We anticipate further growth within the landscape of both midscale and upscale, particularly within Australia and New Zealand.

As a pure-play franchise business, we recognise that our success relies on our franchisees’ success, and this informs everything we do. That’s why we prioritise initiatives that directly impact their bottom line. A prime example is our continued investment in driving direct bookings through choicehotels.com. In support of this, towards the tail end of 2024, we launched a high impact ANZ campaign, fronted by comedian and TV personality

Merrick Watts, which we will continue to develop and evolve throughout 2025.

Additionally, across 2024, our Choice Privileges loyalty programme continued to experience remarkable double-digit growth in enrolments, as consumers sought to maximise value within their travel experiences amidst cost-of-living pressures. We see this as a significant opportunity to deepen guest engagement and create lasting connections with our guests throughout 2025.

SNAPSHOT: CHOICE HOTELS ASIA-PAC

Year the company was founded: 1939

Year first hotel opened: Globally 1939; APAC 2002

Number of brands in the organisation: Globally 22; APAC 5

Current number of hotels and rooms (Globally): 7,500+ hotels; 630,000 rooms

Current number of hotels and rooms (Asia-Pacific): 300+ hotels; 25,000 rooms

Head office locations: Maryland, Melbourne

Another encouraging trend we observed in 2024 is the increasing number of existing franchisees choosing to expand their portfolios with Choice Hotels. This underscores the value of our proven delivery, systems and business support, which enable hotel owners and operators to build long-term success. In 2025, we aim to build on this momentum, providing further opportunities for both new and existing franchisees, while continuing to deliver memorable travel experiences that exceed guests’ expectations. n

Choice Hotels is seeing growth in its upscale brands

Norman Arundel Director of Hotels & Resorts

Signs point to a more vibrant tourism market in 2025.

AS WE LOOK back on 2024, EVT Hotels and Resorts celebrates another record result for FY24, reflecting strong performance across our portfolio (QT, Rydges, Atura, LyLo and our Independent Collection). The hospitality industry continued to rebound, with corporate travel steady and leisure travel seeing growth, particularly for special events. However, certain regional markets presented challenges, especially in New Zealand (excluding Queenstown), where recovery continues to be slow. That said, signs point to a more vibrant tourism market in 2025 as inbound visitors continue to return.

Overall, business conditions in Australia were positive for EVT Hotels and Resorts, supported by robust demand in key cities like Sydney and Melbourne, and we remain committed to expanding our hotel portfolio.

In 2024, we signed new agreements and opened new hotels in key destinations such as Fiji, Singapore, Perth, Sydney CBD, and Western Sydney. While the rising cost of construction has made new developments more complex, our pipeline is a testament to investor confidence in the region’s long-term outlook. Asia Pacific continues to emerge as a key growth market.

Looking ahead to 2025, we anticipate opportunities in high-demand markets and emerging destinations where travellers seek unique and memorable experiences.

Corporate travel is expected to remain a key driver for the hospitality industry, with the demand for corporate accommodation, meetings, and conferences important focus areas across our Group. Leisure travel, especially

for special events, should also thrive, especially when big artists come to town, such was the impact of Taylor Swift and Coldplay.

As the hotel industry evolves, digital transformation and sustainability initiatives are becoming essential. Travellers now expect more personalised service and greener options, and EVT is responding with innovations that cater to these demands. These changes are influencing the way our hotels are managed and operated, ensuring that we remain aligned with both market trends and guest expectations.

Additionally, we’re seeing a growing consumer desire for personalised and flexible travel experiences, which is influencing how we adapt our offerings across our brands, including our loyalty program, guest communications, booking/check-in processes and our wider hospitality offerings inside our properties, such as food and beverage.

2025 looks to be another year of growth and innovation for EVT Hotels and Resorts. Our Rydges brand continues to expand, recently opening Ringwood, North Sydney and a transformed Australia Square (formally Tank Stream). We were excited to bring QT to Singapore, marking an international milestone, and we will focus on further brand expansion. The Independent Collection took on Alex Hotel in Perth, Sherwood Hotel in Queenstown, and Ode Hotels (The Old Clare Hotel, Harbour Rocks Hotel and The Inchcolm). As more independent properties onboard in 2025, this will continue as one of our highest growth portfolios. LyLo added a new property in Brisbane with Fremantle and the Gold Coast on the horizon.

With a strong pipeline, a focus on unique guest experiences, and ongoing brand development, EVT Hotels and Resorts is poised for continued success in 2025. n

QT made its Singapore debut in September 2024

SNAPSHOT: EVT HOTELS & RESORTS

Year the company was founded: 1910

Year first hotel opened: 1980

Number of brands in the organisation: 5

Current number of hotels and rooms (Asia-Pacific): 85

Current number of hotels and rooms (ANZP): 84

Head office location: Sydney

Carina Chorengel

Senior Vice President

Commercial, Asia Pacific

No lag in luxury and lifestyle hotels.

THE DEFINITION OF luxury is evolving. At Hyatt, we believe luxury travel is not about opulence or overconsumption. Rather, the new face of luxury sees travelers seeking out meaningful experiences and forming authentic connections with each other and the communities they visit.

In 2024, we saw travel rebound. We saw that travellers are staying closer to home, lessening their impact on the planet and prioritizing experiences over purchases. In Asia, intraregional travel accounted for 60% of international trips, according to a McKinsey report that predicted the figure to rise to 64% by 2030.

Globally, we have doubled the amount of luxury rooms, tripled the amount of resort rooms, and quintupled the amount of lifestyle rooms since 2017. Our expanding brand portfolio, as well as the evolution of our properties, makes us ideally positioned to meet the growing demand for modern luxury and lifestyle offerings in 2025 and beyond.

This portfolio includes the newly opened Alila Shanghai in 2024, the brand’s first-ever urban resort in Greater China. The Alila brand has in its DNA in Wellbeing, Sustainability, and a deep respect for local culture, offering guests opportunities for profound connection. For example, sitting next to the rejuvenated Zhengyuan Heritage Site, Alila Shanghai offers cultural workshops on incense making and the art of Pankou, Shanghai’s traditional knot buttons.

Our Lifestyle collection also grew as we welcomed Standard International to the Hyatt family, bringing guest and members an award-winning portfolio of brands that turn the status quo on its head. New properties opened in our region include The StandardX Melbourne, The StandardX Bangkok Phra Arthit and The Standard, Singapore.

We remained committed to providing outstanding experiences and value for our loyal World of Hyatt members, including exclusive activations throughout this year’s Australian Open. Among these is a one-of-akind tennis clinic experience with former World No.1, Wimbledon and US Open Champion Stan Smith. Offers such as this have helped World of Hyatt become the industry’s fastest-growing loyalty program, with a 22% rise in membership from a year earlier leading to record enrollment of 51 million.

“Travellers are staying closer to home, lessening their impact on the planet.”

Carina Chorengel, Hyatt

Our pipeline of luxury and lifestyle hotels promises to add further new offerings in 2025, such as the debut of the Thompson brand in Asia Pacific with Thompson Shanghai Expo, which offers a dynamic home base for culture-savvy guests to connect with each other. We look forward to the expansion of established brands including Park Hyatt Kuala Lumpur, Park Hyatt Phu Quoc, Andaz One Bangkok, and Andaz Gold Coast, which will also mark the debut of the Andaz brand in Australia, as well as the highly anticipated reopening of the iconic Park Hyatt Tokyo.

We are also bringing new brands to Australia this year with Caption by Hyatt Central Sydney, offering lifestyle-forward select service, and Hyatt House South Melbourne, for guests who don’t just want to stay somewhere but to live somewhere.

Overall, we are optimistic about the year ahead and are excited to continually introduce exceptional new experiences for guests and members, staying true to our purpose of caring for people to be their best. n

SNAPSHOT: HYATT HOTELS AND RESORTS

Year the company was founded: 1957

Year first hotel opened (APAC): 1969

Number of brands in the organization: 33

Current number of hotels and rooms (Globally): 1,350+ properties; 326,000+ rooms

Current number of hotels and rooms (APAC): 300+ properties; 76,000+ rooms

Head office location (Global): Chicago

Rajit Sukumaran

SVP & Managing Director

East Asia & Pacific

A time for wisdom, growth and transformation in our dynamic industry.

2024 ENDED WITH strong travel demand dominating the headlines as many countries across the region broke their international arrival targets, and in the case of Japan setting a new record.

As we look to 2025 and the Year of the Snake, hotel construction across Asia Pacific is at a record high with more than 2,070 projects. The most visited city globally, Bangkok, has the largest construction pipeline (Asia Pacific x China) followed by Jakarta, Melbourne, Phuket and Kuala Lumpur.

All this demand is supporting our growth ambition. We’re proud of our industry-leading position in the upper midscale segment with Holiday Inn and Holiday Inn Express which continue to grow. In 2024 we debuted Holiday Inn in Laos while this year we continue to grow in Australia, Indonesia, Japan, the Philippines and Thailand. In Japan we’re celebrating the return of the Holiday Inn brand to Tokyo and Kyoto which is a wonderful milestone. It will be a special moment when Holiday Inn Kyoto Gojo opens its doors as Kyoto was the first destination outside of the Americas to debut the brand back in the 1970s. A fact many in the industry don’t know.

Our new midscale conversion brand, Garner, made its debut in Asia recently with the opening of three hotels in Osaka. We see a big opportunity for Garner in Japan, given the size and demand in the midscale space, and there’s opportunities in other parts of the region too including Australia, Singapore and Thailand.

2025 will be a big year for one of the world’s largest premium hotel brands, Crowne Plaza, as the brand expands its footprint in Australia, Japan and Thailand.

Continuing with brands, the luxury and lifestyle space maintains its growth. It’s an important segment given the rising middle class, the growth of wealth across Asia and continued growth of international travel too.

We’ve been taking our brands to exciting new destinations including Six Senses to Kyoto, Japan; Regent to Bali, Indonesia while Vignette Collection debuted in the ancient city of Hoi An, Vietnam, the Maldives and in

Japan where two legendary hotels RIGHA Royal Hotel Osaka and The Windsor Hotel Toya Resort and Spa joined the IHG system.

The Hotel Indigo brand, which draws inspiration from the local neighbourhood debuted in Auckland, Ho Chi Minh City and Bintan recently.

Across our estate, our teams are delivering exceptional experiences every day and it’s wonderful to see hotels being recognised by guests and industry experts including Travel + Leisure Luxury Awards Asia Pacific 2024, Michelin Keys and the Conde Nast Readers’ Choice Awards.

While we deliver expectational experiences and drive growth, our teams continue to care for people, communities and planet and I’m proud that together we impacted the lives of around 300,000 people across East Asia and Pacific in 2024.

The Year of the Wood Snake, symbolises wisdom, growth and transformation which resonates well for our dynamic industry. Here’s to a year of abundance, prosperity and success. n

The Windsor Hotel Toya Resort and Spa has joined the IHG system

Ramzy Fenianos

Chief Development Officer, Asia Pacific

Southeast Asia Pacific offers enormous potential.

2024 WAS A fundamental year for the hospitality industry across Asia Pacific. Despite global economic uncertainties, the region proved resilient, with strong travel demand supporting recovery. At Radisson Hotel Group, we accelerated our expansion efforts, adding over 130 new hotels globally, with key developments in India, Vietnam, and Thailand. We signed 16 new hotels and resorts across the Southeast Asia Pacific (SEAP), an achievement that reflects our commitment to unlocking the enormous potential of this dynamic market through our portfolio of 10 distinct brands.

Recent milestones include the continued expansion of our Radisson RED brand with the openings of Radisson RED, Danang, and Radisson RED Resort, Patong Beach, a design-led lifestyle brand that caters to the upscale and upper-upscale market segments, making it a perfect fit for vibrant urban or city-center destinations.

We started 2025 celebrating the debut of our first luxury lifestyle Radisson Collection Hotel in the region

SNAPSHOT: RADISSON HOTEL GROUP

Year the company was founded: 1960

Year first hotel opened (Globally): 1960

Number of brands in the organisation 10

Current number of hotels (EMEA, APAC): 1,250 hotels

Head office locations (ANZP): Sydney

with the opening of the Radisson Collection Resort, Galle. This marks a significant step in bringing exceptional, personalised experiences to the luxury lifestyle hospitality market.

Our confidence in the Asia Pacific region stems from strong market trends, such as the rise in intra-regional travel and significant demand from key source markets like India, the Middle East, and China. The booming Chinese travel sector, expected to generate 200 million outbound tourists by 2028, represents an incredible opportunity for Radisson Hotel Group, and we’re perfectly positioned to meet that demand with our comprehensive collection of brands. We are in a unique position to offer owners and investors a strong portfolio of brands, solid reservation systems, the best-in-class GOP to ensure increased revenues convert to profit, and comprehensive leading revenue management systems to maximise the flow with one brand per segment.

Sustainability remains a cornerstone of our strategy. Our properties in the region, such as Radisson Blu Resort Fiji, are leading by example with innovative energy solutions and waste reduction programs. In 2025, we will scale these initiatives, reinforcing our commitment to achieving Net Zero by 2050.

We have 10 additional openings in the pipeline in 2025, which promise to enhance our portfolio further and positively impact the communities we serve. We’re excited to bring these projects to life and continue shaping the future of hospitality in the Asia Pacific region. n

Catch Lounge at the newly opened Radisson Collection Resort, Galle

Serena Lim Chief Growth Officer

Growing demand for branded residences presents opportunity.

RESPONDING TO THE evolving market demand, Ascott has over the past year expanded into new destinations including second- and third- tier urban cities and resort locations, while diversifying into more accommodation types including hotels and resorts. Our flex-hybrid hotel-in-residence model allows us to cater to varying lengths of stays, with more than half of our business now coming from transient leisure guests – a significant shift from our origins in extended stays.

In 2025, Ascott seeks to deepen relations with our owners and push the boundaries of travel experiences with the introduction of more offerings across even more destinations for our guests, transforming our ambitions into growth.

Experiences remain central to travel itineraries, with post-pandemic trends shifting towards slow travel where guests travel with greater intention, focusing on self-care or exploring off-the-beaten-path destinations. Our collection brands, The Crest Collection and The Unlimited Collection, capture the essence of each locale, offering heritage stories and authentic local experiences, which have generated strong interest from both guests and owners.

With Ascott Star Rewards (ASR), we offer members experiences beyond the stay. Ascott Privilege Signatures provide access to exclusive global events like The Championships, Wimbledon, and the Singapore Night Race. Meanwhile, ASR Local Signatures elevate stays with immersive experiences in key cities, such as a recent

“Experiences remain central to travel itineraries.”

Serena Lim, The Ascott Limited

three-day event in Malaysia celebrating local culture and cuisine, including a market tour led by a Michelin Guide Young Chef Award 2023 recipient.

Through our partnership with Chelsea Football Club, we offer money-can’t-buy opportunities such as private meet-and-greets. Recently in Singapore, ASR members had the unique opportunity to interact with Chelsea legend Gianfranco Zola at a first-ever fan meet in Southeast Asia. In 2025, we plan to offer more sporting, culinary, lifestyle and entertainment experiences for ASR members.

With rising affluence, particularly in Asia Pacific, more high-net-worth individuals are seeking homes that also offer the luxury and exclusivity of premium hotels. With a strong reputation for delivering premium living spaces, Ascott is well-positioned to expand into branded residences to meet this growing demand.

As part of this expansion, Ascott is also actively growing our resort locations, broadening our portfolio to offer quality living experiences in branded residences for those seeking second homes.

While we have traditionally focused on organic growth through management agreements, we are now seeing a rise in franchise opportunities for our products across Asia Pacific, particularly in countries such as China, Korea, Japan, Thailand and Vietnam, alongside established markets in the US and Europe. As more owners recognise the potential of franchising, Ascott is refining our strategy to unlock new growth opportunities. We have partnered with Jin Jiang International Hotels to franchise the Quest brand in China, while intensifying our efforts with Citadines in both Europe and China. Additionally, in Japan and Korea, we are gradually rolling out both the Citadines and Oakwood brands for franchising. n

SNAPSHOT: THE ASCOTT LIMITED

Year the company was founded: 1967

Year the company was founded: 1984

Year first hotel opened: 1984

Number of brands in the organisation: 14

Current number of hotels and rooms (Globally): Over 166,000*

Current number of hotels and rooms (APAC): More than 148,000*

Current number of hotels and rooms (ANZP): Almost 16,000*

Head office location: Singapore

*both operating and pipeline properties.

James

Goodwin Chief Executive Officer

Hoping for an ‘A’ in 2025.

AS 2024 RAPIDLY fades into the past, I reflect that it was a year of mixed success for the accommodation sector. For me, personally, it was a year of highlights including taking on the role as CEO of the nation’s peak accommodation body and meeting many of the passionate people who work in our hotels and motels.

When it comes to the performance of the accommodation industry as a whole though, we might mark it as a “B”. And if it wasn’t for a series of ‘sugar hits’ throughout the year that mark would have been much lower.

The year that was brought us a new term – the “Taylor Swift effect”. These big concerts provided a huge boost early on but, as we all know, we can’t rely on regular visits by international superstars to keep our hotels full, visitors happy and staff employed on a weekly basis.

That’s why 2025 will be all about consolidation for our sector. Building on what we have achieved in the past few years since the pandemic and lessening our dependence on those ‘sugar hits’ to keep our heads above water.

I’m glad to say we did finish the year on a relative high – with occupancy almost 2% higher than 2023.

2025 has got off to a solid start in terms of occupancy. The holiday season, and Sydney’s internationally renowned fireworks and the Australian Open in Melbourne all had a role to play with bookings in Sydney up 2%, Melbourne +3%, Brisbane +4% and Adelaide +1% – all good results given international tourists remain

at only 88% of pre-Covid levels and families across the nation are dealing with cost-of-living pressures. So, we do have a solid base from which to consolidate.

It’s also an election year of course – and there is no better time to make sure your issues are kept in the forefront of political minds.

Of course, this is something AA does all the time but in an election year we really go into overdrive.

At the time of writing there is still a Federal Budget due to be handed down in Canberra on 25 March 2025 however, there is a strong possibility an election could be called ahead of this date – meaning any Budget would be delayed until after that election.

Regardless, our broad policy objectives on the national front remain the same and we are prepared for all possible outcomes – from a March Budget and a May election or a possible early election and no Budget at all. Of course, it goes without saying that we have a good relationship with all sides of politics and are ready to work with whomever forms Government post-election.

Most of you reading this will be well aware of the chronic problems facing our sector - they didn’t happen overnight, and they will take time to fix. And that is going to be a major focus of 2025.

Whether it’s skills or migration, tourism or aviation, short-term rental or spiralling energy costs - these are issues Accommodation Australia will be focused on in the lead up to the election and beyond. They are the issues which make a real difference to our members and the broader travelling public.

Hopefully, when I write this column in a year’s time, I will be giving 2025 a higher grade than a “B” – I wish for a year of consolidation where the groundwork is laid for real change in our vital accommodation sector. n

Concerts and live events

provided a boost to the hospitality industry in 2024

James Doolan Strategic Director

2025 IS SHAPING up as a pivotal year for the hotel sector in New Zealand.

We need to first acknowledge that 2024 wasn’t the great leap forward in performance that hoteliers really wanted. New Zealand-wide RevPAR fell by 2.6% compared with 2023. International visitation to New Zealand still sits at just over 85% of 2018 levels, which puts downward pressure on both occupancy and room rates. In short, top-line revenue since Covid remains weak, while profitability is hit by significantly higher operating costs.

On 19 January, Prime Minister Christopher Luxon announced a new Minister for Tourism and Hospitality, Hon Louise Upston. Extraordinarily, she will become the fifth NZ Minister of Tourism in the past five years. Here’s hoping that Minister Upston quickly gets up to speed with sector issues and adopts a laser-focus on growth.

New Zealand has not been proactive enough in winning back demand and laying out the welcome mat. Last year, the International Visitor Conservation Levy (IVL) was raised from $35 to $100 per person. Visa costs and levies – which are paid in addition to the IVL – were also ramped up.

The event attraction and destination marketing side of things is close to shambolic despite this being a key path to recovery and growth. Tourism industry-related spending appears to be a convenient target for costcutting – much easier politically than cutting investment in health or policing, obviously.

Central government funding for Tourism New Zealand’s destination marketing sat at NZ$116 million in 2014. Ten years later, despite significant inflation and the “minor inconvenience” of a global pandemic, funding has gone backwards to NZ$106 million. Across that

10-year period, cumulative inflation has been 30% while the NZ dollar had fallen more than 25% against the US dollar. In short, Tourism New Zealand today has much less international firepower in a much more expensive and competitive world. Competitor destinations are not making the same mistake.

It gets worse at local levels. Despite Auckland being the arrival port for 70% of international travellers, Auckland Council has in recent budgets taken an axe to event attraction and destination marketing spend, arguing that “ordinary ratepayers” don’t get value from it. That take might surprise Aucklanders, who flocked in huge numbers to major events such as the FIFA Women’s World Cup, Ed Sheeran, Coldplay and Pearl Jam concerts, all of which require subvention funding.

Meanwhile, smaller regions including the Hawkes Bay have radically cut investment in tourism marketing as well, admittedly from a lower base.

None of this stuff is particularly revolutionary or controversial, but urgency and action have been missing. Simply put, New Zealand needs international tourists back and we need to quickly grow visitation to around 130% of pre-Covid levels to be back at “par”.

Encouragingly, there are some green shoots. Air New Zealand’s engine maintenance issues will hopefully start to ease. The long-overdue New Zealand International Convention Centre is due to open finally in late 2025, which will be a fantastic shot in the arm for a number of shiny new Auckland hotels. The recovery of Chinese inbound is picking up pace and that’s being shown in good levels of air capacity between China and NZ.

With luck and hard work, 2025 could definitely become the year we wanted out of 2024. n

“Tourism industry-related spending appears to be a convenient target for cost-cutting.”

James Doolan, Hotel Council Aotearoa

Auckland Council has slashed event attraction and destination marketing spend in recent budgets

New year, new leadership for New Zealand tourism.

Ted Horner

Managing Director

Technology will have far-reaching effects on  the  hotel industry in 2025.

THE FUTURE OF hotels in 2025 will see greater innovation come to the fore driven by increasing need for the following: greater efficiency owing to labour shortages; hyper personalisation i.e. greater understanding of individual guest preferences; sustainability and enhanced guest experience.

Artificial intelligence (AI) is going to play a major role in creating highly personalised guest services. Chatbots and virtual assistants will help with everything from check-in to recommending local attractions. These systems will learn guest preferences and provide tailored experiences.

Back-end processes such as room management, housekeeping scheduling and inventory control will become more automated, reducing human error and optimising allocation

More hotels are embracing mobile check-in and checkout with self-service kiosks or tablets thereby reducing the need for in person interaction and speeding up the process.

In some cases, we are seeing 60% usage of this technology over the traditional front desk check-in.

Mobile apps will, in my opinion, become the primary method of payment with fewer interactions needed at check out thereby making the process faster and more convenient.

We are beginning to see robots taking over some service roles such as vacuuming rooms, corridors and public spaces as well as with in-room dining etc.

As labour shortages continue to occur in the recruitment of housekeeping staff, expect to see robots taking on tasks that are dull and dirty.

Surveys of hotel guests continue to show an upward trend in hotels that adopt green technology such as energy efficient lighting, water saving services plus renewable energy sources being selected by guests over those hotels that do not invest in sustainable practices. AI and the Internet of Things (IOT) will play a major role in reducing waste and energy consumption.

Guests are constantly striving for faster internet speeds which enhance the hotel stay especially for business travellers and tech savvy tourists and with the global roll out 5G this will become a reality. The need for guests to screen share their own content from their mobile phone or tablet onto the TV will become second nature.

Predictive analysis will become vital as hotels use AI to predict guest preferences and needs before they even arrive offering personalised experiences.

Hotels will increasingly leverage data analytics to assist with their dynamic pricing, allowing them to adjust rates in real time, based on factors such as demand, local events and even the weather.

With rise in technology innovation investment in new cyber security measures will be critical to protect guest data, credit card transactions and other sensitive information.

In 2025, hotel technology will focus on maximising convenience, personalising guest experiences, greater staff efficiency and increased levels of sustainability.

As hotels evolve into smarter more connected spaces, the role of technology will assume greater importance and those hotels that invest heavily in innovation will prosper over those that do not. n

Self check-in kiosks at the recently revamped Sofitel Sydney Wentworth

Brent Hill

Chief Executive Officer

A promising year ahead for Fiji’s tourism sector.

AS I REFLECT on 2024, it’s been a year of tremendous success for the tourism sector in Fiji. With around 988,000 international arrivals via air and an additional 85,000 cruise passengers, we’ve exceeded forecasts and achieved numbers higher than those seen in 2023 and even pre-pandemic in 2019 – well ahead of expectations. This shows not only the resilience of the Fijian tourism market but also the growing global appetite for our unique offerings.

However, the road ahead remains nuanced, with several challenges to navigate. Economic conditions, particularly in New Zealand (our second-largest market) and the devaluation of the Australian dollar (our largest market), are factors we’ll need to manage. These shifts in economic sentiment, alongside the rising cost of living in key regions, will likely affect consumer spending patterns. That said, we’re seeing a trend that defies the economic gloom: travel is remaining a priority for many, even in the face of rising costs. People are finding ways to take those dream vacations, and that is something that bodes well for our industry as we head into 2025.

As we’re seeing record numbers of visitors to Fiji, this requires significant investment in new facilities, services, and upgrades to existing infrastructure. The work Fiji is doing to improve airports, roads, and resorts is crucial in ensuring that we can accommodate this influx while maintaining the quality of the visitor experience.

In terms of travel trends, we’re observing a clear shift toward adventure travel, solo travel, and a growing focus on female travellers. This is a fantastic opportunity for Fiji, as we offer both adventure and relaxation in an environment that fosters inclusivity. Whether its solo

“We’re observing a clear shift toward adventure travel, solo travel, and a growing focus on female travellers.”

Brent Hill, Tourism Fiji

travellers seeking to explore Fiji’s remote islands or adventurers looking for unique, immersive experiences, we are well-positioned to cater to these trends with our diverse tourism offerings.

Fiji exceeded visitor forecasts in 2024

Looking ahead to 2025, I am incredibly excited about the developments on the horizon. Crowne Plaza Fiji will be completed soon, marking a significant step in our resort offerings, while the Westin Hotel will also be opening its doors, adding to the array of luxury accommodations available to our visitors. Alongside these, we have several other new hotels set to open, and the demand for rooms is sure to keep growing. We’re also thrilled about the new routes and services being added. For instance, new services to Dallas, Adelaide and Canberra are opening up more access points to Fiji, and the addition of a new route from Cairns in April will provide even greater ease for Australian visitors.

2025 promises to be a year of continued growth and opportunity for Fiji’s tourism sector. We’re in an excellent position to welcome even more visitors, drive economic growth, and showcase the unparalleled beauty and culture that makes Fiji a must-visit destination. As we invest in infrastructure and embrace evolving travel trends, we remain committed to ensuring that Fiji remains a world-class destination that meets the demands of today’s discerning traveller. n

Tony Marshall VP & Managing Director, APAC

From rooms to relationships: the hospitality revolution of 2025.

AS I REFLECT on 2024, it’s hard not to feel both inspired and energised by the remarkable shifts we’ve witnessed in the hospitality industry. This year, the Association of Asia Pacific Airlines (AAPA) revealed that the region’s airlines carried over 27 million international passengers, marking a staggering 56.7% year-on-year increase. Such a surge in travel underscores a belief I’ve always held – hospitality goes far beyond offering rooms; it’s about crafting unforgettable guest experiences.

One of the most exciting developments I’ve witnessed is the rise of personalisation as a cornerstone of guest satisfaction and loyalty. Guests today expect more than clean sheets and friendly smiles; they seek curated experiences that resonate on a personal level. According to our 2024 APAC Hospitality Impact Study, 68% of APAC travellers said they would spend more for personalised offers tailored to their preferences. For me, this highlights a tremendous opportunity – anticipating guest needs and delivering thoughtful touches, like a favourite drink waiting at check-in or a surprise upgrade, can transform a stay into a story worth sharing.

Technology is what makes these moments possible. However, 56% of properties feel they lack the technological infrastructure to fully embrace strategies like RevPAG. This aligns with the findings in our 2024 Global Hospitality Impact Study, which highlighted that while 82% of global hospitality executives see RevPAG as transformational, 56% feel unprepared to implement it due to outdated systems and siloed operations. Integrated platforms that unify data and operations are critical. In APAC, where 68% of executives favour single-platform solutions, these systems enable dynamic pricing, seamless guest engagement, and real-time analytics to identify and act on revenue opportunities at every touchpoint.

But technology is only part of the equation. Loyalty isn’t just about satisfaction; it’s about creating emotional connections. The study also found that 63% of travellers do not rebook hotels they’ve enjoyed. This “rebooking paradox” reflects our global findings, which emphasise the need for holistic guest-centric strategies. Tailoring experiences to guest preferences – like remembering special requests or offering personalised recommendations – can build deeper connections, strengthen loyalty, and ultimately increase revenue.

What’s clear to me is that people are at the heart of our industry. Our study revealed that 41% of guests spend more when staff provide personalised recommendations. This aligns with the report’s advocacy for a blend of technology and human interaction to achieve “High Return Hospitality” – a model where both financial and emotional returns are optimised.

“68% of APAC travellers said they would spend more for personalised offers.”

Tony Marshall Agilysys

As we move further into 2025, I’m optimistic. The growing middle class and rising disposable incomes in APAC present unprecedented opportunities for hoteliers who embrace innovation with quality service. Global travel has also returned to pre-pandemic levels, underscoring a remarkable recovery for the region and an opportunity to capitalise on increased revenue. By focusing on RevPAG, investing in integrated systems, and fostering cultures of personalisation, we can redefine what it means to lead in hospitality. Together, we have the chance to make 2025 the year we set new benchmarks for excellence – one unforgettable guest experience at a time. n

Guests seek curated experiences that resonate on a personal level

Peter Deveny Group Commercial Manager

A focus on growing strong partnerships.

2024 WAS A year of great celebration for us at AH Beard with our family-owned business celebrating its 125th birthday in November.

With the business being led by the fourth generation of the Beard Family and the fifth generation already taking up leadership roles in our business, we are incredibly proud of our past but equally excited by the future.

There’s no doubt the 2024 year threw some challenges in the direction of our business. Like all Australian manufacturing businesses, we dealt with more hikes in the cost of manufacturing here. Wage growth, rapidly escalating utility costs, spiralling raw material costs due to transport and currency variations all put pressure on us to work smarter and often with less resource, to deliver the kind of quality product we are renowned for and that our hospitality customers expect.

VINGCARD HAS CONTINUED to expand through acquisitions and new technology launches to deliver the safer, more convenient, interconnected and personalized experiences that hotel guests are seeking out. Each passing month seems to lead to new and exciting possibilities for our organisation and customers, with signs pointing to even stronger growth in our mission to serve as the ultimate comprehensive solutions provider.

2025 promises some recovery, albeit with ongoing pressure on the development pipeline meaning that new build projects will often be significantly later than planned.

Our focus for 2025 is to continue to grow our strong partnerships with the region’s leading hotel operators. Be it a global brand like IHG or Accor, or a local success story like EVT or Nightcap Hotels we will be looking to maximise the potential and benefit of those partnerships. As the trusted partner and subject matter expert for our products, we will be ensuring that our hotel partners get the advantage of our global research and expertise to give their guests the best possible sleep experience.

We’ll continue our passion for sleep wellness, working with brands that share our goals and look forward to seeing the growth of sleep tourism in 2025 and beyond. n

Michael Benikos

Managing

Director, Australia

Adapting to the industry need for end-to-end solutions.

With many guests now voicing a demand for faster, digitalised service from the moment of arrival, Vingcard continues unveiling new firsts in self-check-in tablets, mobile check-in and room entry convenience. Our Mobile Access solution now provides guests with the option of storing and using mobile room keys within their digital wallets without any need to first download a separate mobile app. For those aiming to sidestep any barriers standing in the way of instant guestroom access, our cutting-edge Mobile Access technology is redefining what it means to deliver a truly hassle-free check-in experience.

Our constantly expanding resources and expertise has also led to Vingcard unveiling innovative advancements in staff task management technology, while the recent launch of our VConnect platform provides the centralized integrations hub that hoteliers need to achieve seamless operational efficiency. Through several strategic acquisitions, our organization can even be counted on as a trusted source for high-speed internet connectivity, in-room smart control, energy management technology and more.

2025 is already shaping up to be another exciting year of progress and we look forward to showcasing what’s around the corner for Vingcard and our customers in the months ahead. n

Simon Pawson

Associate Dean

Government, industry, and educational institutions must work together.

2024 PROVED TO be an exciting time for hotel investment, new builds and openings both in Australia and internationally. The growth of lifestyle brands and white label hotel management was particularly notable. The hotel and hospitality sectors remain a critical component of Australia’s tourism industry, contributing significantly to the nation’s economy. However, it faces ongoing challenges related to skills shortages, training and career development. Workforce reports published over the past two years provide detailed insights into these challenges.

Data suggests both hotel and hospitality sectors continue to see high turnover rates, a casualised workforce, limited pathways for career progression,

and negative perceptions of career prospects.

Furthermore, a reduction of Australian’s entering the sector, the continued over reliance on temporary and migrant workers, and the Australian Government’s strategies to limit international student numbers are contributing to ongoing skills shortages, particularly in front-line service roles, middle management, and technical positions.

While progress has been made in addressing some of the workforce challenges, there is a need for a more coordinated approach that involves government, industry, and educational institutions, both vocational and higher education working together to create a sustainable pipeline of skilled workers. This will require a focus on both technical and soft skills development necessary to deliver quality customer service. Additionally, the industry must continue to adapt to emerging trends, such as artificial intelligence (AI) and sustainability, which will shape required future skills. As a sector, our new year’s resolution must be to collectively address these challenges, so the Australian hotel and hospitality sectors can build a more resilient and capable workforce, better equipped and substantive enough to meet the demands of the future. n

Scott Wiedemann National Manager – Accommodation

New ownership structure provides enhanced stability and resources.

IN 2024 THE Australian accommodation sector experienced the usual significant growth and transformation. As a supplier partner, Foxtel has also developed our pivotal role by enhancing the guest experience technology available to the industry. A major milestone in 2024 was the upgrade to Foxtel’s Business iQ product, which became a game-changer for hotels of all sizes. The upgraded technology facilitated the addition of over 9,000 new rooms to the platform across the year, a testament to its flexibility and appeal to all property categories. Notably, some of the highlights included the roll-out of Business iQ at the new Star Grand Brisbane, Mindil Beach Casino Resort Darwin, and four hotels at the iconic Hamilton Island Resort. These exemplify how Foxtel’s offerings can elevate guest experience through cutting-edge technology and personalised entertainment options.

The upgrade to Business iQ included a range of advanced features designed to streamline operations, enhance customer service, and offer tailored entertainment solutions including greater ease to search and select from the vast library of content. Usage of the Movie and TV Video On-Demand feature more than tripled following the upgrade, supporting those guests enjoying the ease of this access. These innovations are part of Foxtel’s ongoing commitment to staying ahead of industry trends and ensuring hotel partners can provide their guests with the best possible in-room entertainment technology.

2024 also saw the continued evolution of the broader media landscape. Foxtel’s ability to adapt to these changes in consumer behaviour and deliver a comprehensive

entertainment solution for hotels was especially evident in its sports offerings. As the AFL and NRL seasons approach in 2025, the demand for live sport content will remain a driving factor for guest engagement in hotels. Foxtel’s exclusive live coverage will continue to be a major drawcard for guests, highlighted with the launch of ‘Super Saturday AFL’ delivering more exclusive games and providing them with the ability to stay connected to their favourite teams while traveling.

Foxtel’s positive outlook for 2025 is further bolstered by the announcement of the company’s new ownership via DAZN (pending regulatory approval). This transition recognises Foxtel’s growth and solidifies its position as a leading provider of entertainment and technology solutions to the hotel industry. The new ownership structure provides Foxtel with enhanced financial stability and resources, ensuring continued innovation and robust support for the hotel sector. With DAZN’s long term goal being the “global home of sport”, it’s exciting times ahead. This new chapter in Foxtel’s journey underscores its longterm commitment to its hotel partners and reinforces the company’s role as a trusted supplier in driving guest satisfaction and operational excellence across the industry.

2024 was a year of significant progress for Foxtel in the Australian hotel sector, with Business iQ’s upgrades and new partnerships driving notable growth. Looking ahead to 2025, Foxtel remains optimistic about the opportunities to support the sector and meet the increasing demand for premium entertainment. With the backing of DAZN, Foxtel is well-positioned to continue delivering outstanding service and value to the hotel industry in the years to come. n

Foxtel Business iQ rolled out at the new Star Grand Brisbane in 2024

Benjamin Krieg

Senior

Vice President Operations & Global Strategic Accounts

Driving procurement innovation for the hospitality industry.

2024 MARKED A milestone year for FutureLog. Not only did we celebrate 25 years of empowering the hospitality industry with innovative procure-to-pay solutions, but we also significantly expanded our customer portfolio, including the strengthening of our presence in Oceania.

One of our proudest achievements last year was the advancement of our development roadmap. With the launch of transformative new modules like CAPEX Management and continuous enhancements to our solution suite, we’ve equipped our customers with even more powerful tools to streamline operations and drive measurable efficiency improvements, as evidenced by the latest updates to our Recipe Management and Business Intelligence modules. We’re delighted to see both our market and product expansions resonate with customers

worldwide, and we’re even more excited to share some big announcements soon! Looking ahead, Artificial Intelligence (AI) and automation remain at the heart of our vision. Hotels wishing to remain competitive are constantly seeking new ways to optimise spend, detect inefficiencies and enhance productivity, and these technologies hold incredible promise for transforming hospitality workflows - from expediting invoice processing to leveraging predictive analytics for accurate demand forecasting and inventory management.

Procurement continues to emerge as a critical focus for the hospitality industry. With ongoing labour shortages and mounting pressure to control costs, digital solutions like FutureLog are no longer optional - they’re essential. By providing centralisation, transparency, and actionable insights across the procure-to-pay journey, we enable hotels to achieve substantial bottom-line savings while future-proofing their operations. We remain committed to delivering holistic, customer-centric applications that help the hospitality industry navigate challenges, make data-driven decisions, and unlock new opportunities. n

Mila Todorovic

National Commercial Manager

With higher-quality mattresses at home, guests expect the very best from hotels.

2024 WAS A remarkable year for Sealy Posturepedic, and we feel incredibly grateful for the trust so many people have placed in us. We’re proud to have sold more mattresses than any other brand in Australia, a testament to the comfort and support our products offer.

More of your guests are now sleeping on a Sealy Posturepedic at home, and we’ve noticed that they are choosing higher-quality mattresses than ever before. This shift reflects growing expectations for superior comfort and support, and we recognise how important it is to meet these needs with exceptional products.

We feel truly privileged to be the only mattress brand approved to supply every major international hotel chain. It’s an honour we don’t take lightly, and it motivates us to continue delivering products that consistently provide the highest levels of guest satisfaction.

As you look ahead to 2025, we wish you all the best and want you to know we’re here to help with any of your mattress needs. With local manufacturing and a dedicated team on the ground in every market across Australia, we are ready to support you in achieving your goals. Please don’t hesitate to reach out – we’d love the opportunity to partner with you and help ensure your guests enjoy the comfort they deserve. n

Jan Smits

Deputy Chair & CEO

Cautiously optimistic about 2025.

AS WE STEP into 2025, the hospitality markets in Australia and New Zealand are seeing continued growth, fuelled by strong domestic demand and a rebound in international tourism. At the same time, a return to the office for many companies and increased business travel bode well for the MICE sector. However, rising cost of living pressures and the increasing risk of climate impacts mean that the journey to full recovery is not without its hurdles.

While there is hope on the horizon for interest rates to ease, it is expected that domestic airfares could rise by as much as 13.7% and the continued pinch of high mortgages and rents could dent the appetite for travel. So far, travel seems to be defying the weight of cost-ofliving challenges, and our hotels had a very strong start, thanks to events like the Australian Open, the summer of cricket and the Sydney Festival.

At Pro-invest, we had a milestone year in 2024, during which we consolidated Vista Hospitality and

Pro-invest into one group, with an integrated operating structure; significantly increased the profitability of our restaurants and bars; launched of Harpers Rooftop Bar, Bistro Bisou, and other signature dining experiences; introduced a sustainable beer option at Holiday Inn Express hotels in partnership with the Local Brewing Co; and achieved NABERS ratings across our network.

Australia and New Zealand’s hospitality sectors led the world in terms of occupancy in 2024, achieving occupancies of 78.1% vs 68.9% in the US, 71.2% in Europe and 65.1% in the Middle East. Length of stay is also slightly higher, with people staying 1 – 2 days longer. However, cost impacts and increased supply continue to erode profitability for those hotels which are not able to stand out above the competition.

New Zealand entered a recession in the third quarter of 2024, and apart from Queenstown, occupancy and rates have been constrained. Add in the fact that New Zealand has trebled its tourism tax for some visitors, and we can see that 2025 will be challenging for that market.

However, at Pro-invest we enter 2025 cautiously optimistic. This year, we will launch our new flex living platform, leveraging our expertise in hospitality to meet the growing demand for this sector. Flex-living offers a fresh take on urban housing, combining affordability, community, and convenience in a model that appeals to a broad demographic, from young professionals to digital nomads.

We also recognise the growing role that technology plays in the guest experience, particularly in delivering more personalised and seamless services. We will continue to embrace innovation, through AI and new digital tools that our teams are creating inhouse.

In January, we held our Accelerate to Win conference in Melbourne, and I am excited about the ideas, passion, and commitment our team displayed. The outcomes of this event will ensure we surge into the new year with a clear vision for what we need to do to perform in 2025 and beyond. n

“New Zealand has trebled its tourism tax for some visitors... 2025 will be challenging for that market.”

Jan Smits, Pro-invest Group

SNAPSHOT: PRO-INVEST GROUP

Year the company was founded: 2010

Number of Brands in the organisation: 10

Current number of hotels (Globally): 32 (operating and in pipeline)

Current number of hotels (ANZP): 24hotels

Head office locations: Sydney, London, Dubai

Paul Salter

Managing Director

Japanese market presents significant opportunities.

IN 2024, SALTER Brothers celebrated its 10-year anniversary in business and achieved a number of milestones. We expanded our portfolio by adding three more retreats in New South Wales: the renowned Bannisters by the Sea (34 rooms), Bannisters Pavilion (33 rooms), and Bannisters Port Stephens (78 rooms). These distinct assets positioned in unrepeatable ocean view settings, which boast a reputation of consistently achieving high occupancy levels, are an exceptional addition to our portfolio.

In Asia, we expanded our operational footprint and established a strategic partnership with TC Hotels and Resorts Beppu Corporation, a fully owned subsidiary of Tokyo Century Corporation, to pursue hotel and hospitality opportunities in Japan. Salter Brothers assumed asset management for the ANA InterContinental Beppu Resort and Spa, an upscale resort featuring 89 rooms situated on Kyushu, the southern island of Japan.

In addition to our Singapore office which is spearheaded by our Managing Director for Asia Rahul Ghai, we have opened a new office in Tokyo reflecting our ambitions within the region.

We are witnessing strong interest in Singapore and Thailand from both our existing institutional clients and new mandates.

Our due diligence in Japan revealed distinctive opportunities. High demand has seen impressive revenue growth, and there is promising revenue drivers present in this market. We are seeing an increasing trend of Japanese hotels that are either under-managed or under-invested, presenting significant opportunities for renovation, rebranding, and repositioning these assets by leveraging our extensive value-added expertise. Presently, the market conditions in Japan show favourable demandsupply dynamics along with strong exit liquidity. The limited new supply fosters advantageous circumstances for RevPAR growth, as it is anticipated that demand will exceed supply.

Our vision for Japan consists of three main components. First, we plan to strengthen our connections with key domestic institutions while broadening our managed asset portfolio. Our goal is to utilise our expertise in institutional asset management alongside the vast network and relationships we’ve built with international hotel operators and brands.

“We are seeing an increasing trend of Japanese hotels that are either undermanaged or underinvested.”

Paul Salter, Salter Brothers

Secondly, we recognise a significant long-term opportunity in the value-add segment, particularly focusing on budget and mid-scale hotels throughout Japan. This area offers potential for enhancement by introducing and partnering with international brands while actively managing these assets to improve returns for both our investors and partners.

Lastly, leveraging our accomplishments where we’ve strategically acquired 20 retreat properties, we see considerable possibilities in acquiring and managing retreat facilities as well as ryokans across Japan. This unique strategy will demand time and meticulous execution due to the fragmented nature of these assets. Drawing on our experience in Australia, we are uniquely positioned to expand and thrive in this specialised market. n

SNAPSHOT: SALTER BROTHERS

Year the company was founded: 2014 Year first hotel opened: 2015 Brands in the organisation: 4

Current number of rooms (Globally): over 6,500 rooms (owned and managed) Office locations: Melbourne, Sydney, Brisbane, Singapore, Tokyo

Dr Jerry Schwartz Co-Founder

&

Director

Competition is core for the future of the Australian hotel market.

THE CYCLE OF new builds has finally begun to slow, but it does mean that there is still a vast amount of supply, not matched by a return to pre-2020 levels of inbound, business and conference travel. Domestic leisure travel is providing the major impetus for hotel occupancies with events largely responsible for driving yield.

Competitivity has to be core to the future of the Australian hotel business. This is why we engaged with Scott Boyes’ Trilogy Hotels in 2024 to take over management of four of our existing hotels as well as the newly acquired Leura Gardens Resort in the Blue Mountains.

I believe a model that takes advantage of global branding augmented by nimble, ‘hungry’ local management is the recipe required to maximise a property’s potential given the current operating environment.

Leura Gardens Resort was a shrewd acquisition. Rather like the Fairmont Resort which I purchased when it had been neglected, Leura Gardens Resort has tremendous upside for business. We have already unveiled a new website, new marketing and distribution efforts, and a refresh of the property.

The hotel will operate under its own branding, but it will collaborate closely with the nearby Fairmont Resort and Leura Golf Club to maximise synergies, especially in terms of attracting conferences, functions and events.

SNAPSHOT: SCHWARTZ FAMILY COMPANY

Year the company was founded: 1973 Brands in the organisation: 8 Number of hotels and rooms (Australasia): 15 hotels; 4,300 rooms

Last year, we turned the Fairmont Resort into the home training camp for the NSW Blues rugby team, and clearly, the magic worked as they defeated Queensland. A purpose-designed rugby field will be established this year.

We anticipate major demand for regional business events, which will also benefit our Rydges Resort Hunter Valley.

Supporting my properties through investment in new facilities is always a priority. In the Hunter Valley, we added a second 6-megawatt solar plant adjacent to the Rydges Resort. They now produce enough energy to cover the output of all my hotels across New South Wales and still return additional energy to the grid.

Paradise Resort Gold Coast – which was named Australia’s premier family resort for the 13th year in a row – is to add a dedicated haven for parents later this year, because why should the kids have all the fun?

As ever, I have been looking to diversify my hotel and tourism interests. I have bought Sydney Seaplanes, and we are expanding the fleet of planes by adding two planes, with a fifth on the way. Sounds like babies!

We have also taken over the Empire Lounge restaurant at Rose Bay and will relaunch it as Sydney Seaplanes Restaurant. It offers incredible views and excellent food at prices considerably more affordable than the muchhyped restaurant next door!

Having six hotels in Sydney, I believe it is crucial the industry works closely together to make the city a premium tourism destination that utilises the incredible potential of Sydney Harbour. Building up the Sydney Seaplanes operation will certainly help drive that ambition.

SFC will also expand its craft brewing operation by acquiring the Rocks Brewery in Alexandra, which will be rebranded as Sydney Brewery Alexandria. n

Schwartz is eager to drive tourism through the Sydney Seaplanes business

Adrian Williams

Chief Operating Officer Premium Midscale & Economy, Pacific

A cohesive strategy to navigate industry challenges.

AS I REFLECT on 2024, it is clear that our industry faced some significant challenges. Elevated living costs, high interest rates, and weak consumer confidence strained households across Australia and New Zealand. Inbound tourism is yet to fully rebound and domestic travel was under pressure as cautious spending patterns persist.

At Accor, we understand the complexities of this economic environment and the critical need to support our hotels and owners in navigating these pressures. Success lies in a cohesive, integrated strategy working closely with our owners that leverages all aspects of our business – marketing, loyalty, partnerships, digital innovation, guest experience, technology, talent and sustainability. Backed by the largest operations team in the Pacific, this year we have invested heavily in these areas to optimise performance and ensure our properties remain competitive and responsive to changing market dynamics.

Despite the year’s challenges, we had an extraordinary year in the Pacific, marked by dynamic growth, sustainability milestones and unforgettable events that shaped the region’s tourism landscape.

In 2024, Accor celebrated several key milestones in the Pacific region. The dual-branded Novotel and Ibis Styles Melbourne Airport opened its doors and, in Central Queensland, Peppers Gladstone became the first new hotel development in over a decade in the region. Hotel Woolstore 1888, Sydney also joined our Handwritten Collection portfolio, Sofitel Sydney Wentworth also reopened in grand style following a transformative renovation.

SNAPSHOT: ACCOR

Year the company was founded: 1967

Year first hotel opened (ANZSP): 1991

Number of brands in the organisation: 45+

Current number of hotels and rooms (ANZP):

More than 400 hotels; 64,000+ rooms

Head office locations: Paris, Dubai, Sydney

“Peak travel periods are stretching as people seek to avoid crowds and maximise value.”

Adrian Williams, Accor Pacific

Looking ahead, 2025 promises an exciting pipeline of openings. Novotel Sydney Cabramatta will bring world-class facilities and dining experiences to a key growth area, while Tribe Auckland Fort Street will introduce New Zealand to Accor’s stylish, design-led brand. With Ennismore, the fastest-growing lifestyle hospitality company where Accor holds a major share, we will debut three flagship lifestyle brands in Australia: 25hours Hotel The Olympia in Sydney, Mondrian Gold Coast Hotel & Residences at Burleigh Heads, and Hyde Perth. In New Zealand, Ennismore will open Jo&Joe Auckland and Hyde Queenstown in the coming years. These properties reflect the increasing demand for unique, design-forward accommodations in the Australasian market.

Accor Stadium continues to be a key driver of tourism in Sydney. In 2024, it hosted iconic events such as Taylor Swift’s The Eras Tour and Coldplay’s Music of the Spheres World Tour, drawing over 660,000 fans to these two performers alone. This year’s calendar promises more unforgettable moments with acts like Luke Combs, Oasis, Metallica, Race of Champions, State of Origin and Juicy Fest. At these events, we offer members of ALL exclusive access to VIP tickets and experiences for a variety of concerts, sports and family entertainment events, ensuring they’re always at the heart of the action.

We are seeing a rise in demand for lifestyle-driven experiences such as local stays, food and beverage, wellness and new destinations. The pandemic accelerated a desire for ‘living local’, with many rediscovering hidden gems in their own neighbourhoods. Meanwhile, remote working and bleisure travel are reshaping traditional travel patterns, with guests combining work and leisure for longer stays. Travellers and corporate clients are also prioritising sustainability, seeking hotels with third-party certifications and responsible practices. Additionally, peak travel periods are stretching as people seek to avoid crowds and maximise value.

As we continue to innovate and expand, our mission remains the same: to connect people and places, inspire moments of joy, and contribute positively to our communities and the planet. n

Rod Munro

Managing Director

Time for a fresh hotel development approach.

2024 MARKED A period of stabilisation for the hospitality industry as it adjusted to the new emerging travel patterns and inflationary pressures. For BWH Hotels Australasia, consistent Occupancy, ADR and RevPAR metrics demonstrated our resilience. Despite softer demand during the winter months, hotels across the portfolio managed to capitalise on peak periods, to achieve ADR premiums that resulted in revenues exceeding historical benchmarks.

BWH continued its aggressive expansion strategy, strengthening its foothold in key markets with a record successful signing of 33 new hotels signings in 2024 and building out an exciting development pipeline also for 2025.

Notably, we are poised to announce a transformative agreement involving 25 properties – the largest group deal in our history in Australasia. This milestone reflects our development strategy’s strength and ability to align with partners seeking flexibility and innovation.

Hotel investors are increasingly drawn to BWH’s brand offerings, and as hoteliers ourselves, we know how to perfectly balance independence and individuality with the advantages of our global distribution, revenue management, loyalty programs and marketing expertise. This has given way to a fresh hotel development approach for BWH. Now equipped with the talent and expertise

of seasoned operations professionals encompassing the development team, the brand has entered a new era of offering Hotel Management Agreements (HMA) and Manchise Agreements for developers looking to outsource day-to-day operations. With the recent signing of a new HMA project, this signals an exciting new chapter for BWH Hotels Australasia.

Looking ahead to 2025, despite the ongoing inflationary pressures and geopolitical uncertainty, travellers are continuing to prioritise travel and looking for sustainable and authentic local experiences. BWH is prepared for this trend and has had a focus of inspiring travel through unique experiences. Our Earth, People, Community (EPC) initiative reflects our dedication to sustainability, fostering practical changes in hotel operations and guest behaviour. This aligns with shifting traveller expectations and reinforces our commitment to creating a positive impact.

With BWH’s visionary approach, the future of hospitality looks brighter than ever. Based on the team’s strategic operational, management and development expertise, coupled with a growing pipeline of new hotel openings, 2025 promises to revolutionise the BWH Hotels brand. As evidenced by recent signings, hoteliers and developers are eager to embrace the flexibility and forward-thinking approach offered by BWH Hotels’ unique strategies. By empowering partners with needsbased contract agreements, BWH Hotels is setting the stage for unprecedented growth and collaboration. We are poised to expand our footprint across Australasia for a new era of hospitality. n

BWH Hotels introduced its legacy brand Best Western to South Australia in 2024 with the signing of Best Western Adelaide Airport

SNAPSHOT: BWH HOTELS

Year the company was founded: 1946

Year first hotel opened (ANZSP): 1975

Number of brands in the organisation: 18

Current number of hotels and rooms (ANZP): 71 hotels

Head office location: Sydney

Clare Davies Founder & Managing Director

Hybrid management approach continues to win favour with owners.

2024 WAS A significant milestone year for Capstone as we celebrated our 10th anniversary. Reaching this achievement while maintaining our leadership position as New Zealand’s locally owned and operated white-label hotel management company, was a testament to our ambition for sustainable growth.

The white-label management model continues to evolve and see new competitors enter the market in Australasia. The advantages of this hybrid approach of paring global brands with hyper-localised management is gaining greater traction with hotel owners and investors.

We have opened an Auckland office in addition to our Nelson hub to support our rapidly expanding North Island portfolio and operations team. This expansion positions us to serve property owners and stakeholders more effectively while meeting the demand for our flexible white-label management and consulting services.

Our portfolio has expanded considerably with the addition of Taipa Beach Resort in Northland, Portage Resort in the Marlborough Sounds, Te Karaka Lodge in Port Waikato, three boutique Rotorua properties – Black Swan, Prince’s Gate Hotel, and Hana Lodge – and two new Auckland hotels, Abstract and Soho.

We will continue this momentum in 2025 as we launch two highly anticipated properties – The Clements Hotel in Cambridge and Nugget Point Hotel in Queenstown which is set to rebrand to Coronet Ridge once the refurbishment is complete. Further new development and takeover announcements will follow as the year progresses.

Our strategic partnerships with Choice Hotels and BWH Hotels mean that we can offer properties the combined benefit of global brand recognition and loyalty, with locally relevant management expertise and guest experiences.

SNAPSHOT: CAPSTONE HOTEL MANAGEMENT

Year the company was founded: 2014

Year first hotel opened: 2014

number of hotels and rooms (ANZP): 19 hotels; 819 rooms

Despite a substantial increase in new hotel supply, New Zealand still hasn’t seen the full rebound to pre-pandemic room rates and international arrivals. Demand from overseas travellers over the summer months is picking up, however we are mindful of slowed economic growth, reduction in domestic air access, and the need for more government investment in tourism infrastructure, marketing, and major drawcard events that give people reasons to travel. We hope to see uplift in the Auckland market mid-year when the New Zealand International Convention Centre opens to support our industry during the traditionally quieter winter months.

As we enter our second decade, we are excited to undergo further portfolio expansion, invest in our teams and innovative management systems. Capstone will remain at the forefront of the industry’s evolution towards white-label management and continue to deliver exceptional value to hotel owners and guests. n

Mark Ronfeldt

Chief Executive Officer

Build-to-Rent and co-living sectors continue to offer opportunity.

AS WE WELCOME 2025, Nesuto remains focused on maintaining the momentum and resilience we’ve built over the past few years amid challenging economic conditions. In July, we celebrated our fifth anniversary as a leading provider of apartment and apartment hotel accommodation across Australia and New Zealand. We are incredibly grateful to our team, guests, and partners who have contributed to Nesuto’s success during this exciting journey.

Over the past five years, Nesuto has grown into a trusted brand, renowned for welcoming service, comfortable apartment-hotel accommodations, and memorable guest experiences. Our ‘Stay Real’ philosophy ensures we are more than just a place to stay, we’re companions on the road, offering authentic experiences in great local neighbourhoods.

Looking ahead, we see new opportunities emerging on both sides of the Tasman. This year, we are poised to sign a new Nesuto property in New South Wales, with several additional developments under consideration. While new supply and upgrades are making waves in Auckland, Sydney, and Melbourne, we continue to work closely with our partners to explore growth opportunities, particularly in the Build-to-Rent (BTR) and co-living sectors. This approach allows us to adapt to evolving market demands while delivering innovative living solutions, and with Daiwa Group as our parent company, we are well-placed to deliver on this model successfully.

We are ready to partner with property owners whose assets have lagged behind newer developments due to limited capital investment. By guiding owners through refurbishments, we help reposition their properties and unlock their full potential.

Nesuto’s mix of hotel rooms and apartments positions us well to offer competitive long-stay rates with the convenience of apartment living and the service of a hotel. This model delivers strong returns for owners

“We see new opportunities emerging on both sides of the Tasman.”

Mark Ronfeldt, Nesuto

and investors. Beyond this, Nesuto Real Estate, our property management business, supports investors by managing high-rise apartment buildings in Australia and New Zealand through our tailored property management services.

Backed by the strength of Daiwa Group, Nesuto combines the scale and expertise of a major operator with the agility to deliver personalised, local focus. Our flexible approach allows us to tailor management agreements to meet investor needs.

SNAPSHOT: DAIWA LIVING NESUTO

Year the company was founded: 2019

Year first hotel opened: 2019

Number of brands in the organisation: 1

Current number of hotels and rooms (ANZP): 13 properties; 1200 rooms

Head office location: Sydney

We are proud of our 2024 successes, which reflect the dedication and hard work of our teams. Nesuto Curtin in Perth won the prestigious National Award for Master-Planned Development at the 2024 UDIA Awards for Excellence, while Nesuto Stadium Apartment Hotel in Auckland received the HM Award for New Zealand Apartment Hotel of the Year. Nesuto Parramatta, Nesuto Chippendale, and Nesuto Stadium were ranked among the top 10% of hotels globally in TripAdvisor’s Travelers’ Choice Awards, a testament to our commitment to delivering outstanding guest experiences.

As leaders in apartment-hotels, hotels, property management, and Build-to-Rent, Nesuto remains committed to delivering exceptional value for owners, partners, and guests while continuing to grow sustainably across Australia and New Zealand. n

Paul Hutton

Area Vice President APAC

Head of Australasia & South Pacific

Outlook is positive as leisure and business travel continues to grow.

THE PAST 12 months have been transformative for the hospitality industry in Australia, New Zealand, and the South Pacific, marked by recovery, resilience, and remarkable growth.

As travel returned in full force, the region’s recovery surpassed expectations, with domestic and trans-Tasman travel rebounding strongly. Hilton’s performance reflected these trends, achieving significant milestones, including the highly anticipated launch of our first Tapestry Collection by Hilton property in Melbourne along with our entry into the Tasmanian market with the opening of DoubleTree by Hilton Hobart and the signing of Hilton Palm Cove Resort and Spa.

Looking ahead to 2025, Australia, New Zealand, and the South Pacific remain key focal points for development. In Australia, the demand for both leisure and business travel continue to grow, creating opportunities for new properties in both city centre and regional locations. Meanwhile, New Zealand’s emphasis on eco-tourism and the Pacific Islands’ unique cultural appeal provides fertile ground for strategic expansion.

The business and market challenges anticipated in 2025 include economic uncertainty and staying ahead of evolving traveller expectations, addressing these challenges calls for a multi-pronged approach –streamlining operations through technology, enhancing guest experiences with data-driven insights, and maintaining an unwavering focus on our purpose to deliver exceptional hospitality.

As part of that enhancement of our guest experience, Hilton Australasia is proud to lead the way in sustainability by offsetting the carbon footprint of every meeting hosted across its hotels – at no cost to clients. Through this initiative, Hilton calculates the carbon emissions generated by meetings and offsets them by investing in verified projects that support renewable energy, reforestation, and conservation efforts. This seamless service reflects Hilton’s commitment to sustainability, allowing clients to focus on their goals while contributing to a greener future. By choosing Hilton for their events, organizations can align with their own sustainability values, knowing that every detail, including environmental impact, is responsibly managed.

As we look to the future, one of the most compelling travel trends shaping the future is the rise of multigenerational and family travel, particularly influenced by Generation Alpha and Generation Z. In Australia and New Zealand, these younger travellers value authentic experiences, social responsibility, and digital convenience, prompting a shift in how we design and market our offerings.

The hotel management landscape is evolving rapidly, driven by advancements in technology and changing stakeholder expectations. Owners and investors increasingly value operators who demonstrate a commitment to sustainability, adaptability, and maximising asset performance. Hilton’s approach –anchored in innovation, strong relationships, and our proven management expertise – positions us as a trusted partner in navigating this dynamic environment.

As we set our sights on 2025, the business outlook remains optimistic. Hilton plans to announce several exciting developments and our commitment to Travel with Purpose – Hilton’s environmental, social, and governance (ESG) strategy – remains steadfast, ensuring that our growth positively impacts the communities we serve. n

“One of the most compelling travel trends shaping the future is the rise of multi-generational and family travel.”

Paul Hutton, Hilton

SNAPSHOT: HILTON

Year Company was founded: 1919

Year first hotel opened: Globally 1925; APAC 1963; ANZSP 1960

Number of brands: 24

Number of hotels and rooms (Globally): 8301 hotels; 1,250,506 rooms

Number of hotels and rooms (APAC): 983 hotels;191,580 rooms

Number of hotels and rooms (ANZSP): 47 hotels; 7702 rooms

Head office locations: McLean, Singapore

Matt Tripolone

Managing Director Australasia & Pacific

Investments in loyalty, digital and partnerships drive performance.

ACROSS THE BOARD 2024 was a good year for both the hotel industry and IHG Hotels and Resorts in the Australasia and Pacific Region.

During 2024 IHG’s portfolio grew with significant openings including InterContinental Auckland, Crowne Plaza Fiji Nadi Bay Resort and Spa, Crowne Plaza Sydney Airport, Crowne Plaza Adelaide Mawson Lakes and Hotel Indigo Auckland, which marked the brand’s debut in New Zealand. We also enjoyed continued interest from owners to partner with IHG and benefit from our world class brands, our enterprise platform as well as experienced in-market teams. This led to a plethora of key signings for the region including our first ever luxury hotel in Brisbane, the Kimpton in Teneriffe, as well as Voco Maroochydore, Holiday Inn and Suites Caloundra and Crowne Plaza Macquarie Park which opened on 1 January 2025.

Throughout the year we continued to make investments in our loyalty program, digital platforms, and partnerships to drive commercial performance for owners. Our IHG One Rewards loyalty program is at the heart of how we provide guests with more choice and benefits and owners with higher-value customers at lower cost.

Yet, our achievements in 2024 extended beyond commercial growth. We are immensely proud of our OzHarvest and Kiwi Harvest partnerships that have delivered incredible results including our third annual Stay for Good campaign. These initiatives build on the bold ambitions of IHG’s Journey to Tomorrow and I’m proud that together with hotel teams and owners, we continue to lead in this space.

IHG enters 2025 with optimism and we’re excited about the opportunities ahead.

The strength of IHG’s brand portfolio, particularly within the premium and luxury and lifestyle segments, is accelerating the growth of our Australasia and Pacific estate in 2025.

Here is a glimpse of some of the upcoming openings that promise to make their mark in 2025: Crowne Plaza Shell Cove Marina, Crowne Plaza Melbourne Carlton, InterContinental Lifou Wadra Bay Resort (New Caledonia) and Voco Gosford, as well as two amazing properties in a dual hotel development in the heart of Melbourne: Hotel Indigo Melbourne Little Collins and Holiday Inn Bourke Street Mall.

2025 is shaping up to be a year of continued growth and I eagerly anticipate working together with our partners to achieve remarkable milestones. Here’s to another year of success and collaborations. n

SNAPSHOT: IHG HOTELS & RESORTS

Year the company was founded: 1777 (as Bass)

Year first hotel opened: Globally 1946; ANZSP 1962

Number of brands in the organisation: 19

Current number of hotels and rooms (Globally): 6,506 hotels; 968,112 rooms

Current number of hotels and rooms (EMEAA): 1,296; 256,948 rooms

Current number of hotels and rooms (ANZP): 77 hotels; 15,411 rooms

Head office locations: Windsor, Sydney

Crowne Plaza Mawson Lakes opened in 2024

Julian

Clark Chief Executive Officer

Many reasons to be positive about the hotel  industry in 2025.

2024 WAS AN exciting year for Lancemore Group. We successfully launched a new brand, LMG Collection, and already have two assets under management for that brand – one in Victoria and one in Queensland. Both assets are performing extremely well and achieved record performance this past year.

We also took the opportunity to do a full potential strategy review of each of our owned properties in 2024. Post this review, much of 2025 will focus on what we do best – implementing said plans and improving both EBIT and Valuations of all assets we run, all whilst concurrently delivering exceptional customer experiences and being a place where our teams love to work. Some assets will involve expansion of room count and/or facilities, whilst others will be refurbishment focused. Others again will focus on expanding more heavily into adjacencies such as wellness. Another will involve launching a new business model in the MLR and holiday letting space.

Indeed, I look forward to 2025 with a great deal of excitement. From an Australian macroeconomic perspective it looks like Australia will emerge somewhat from its economic slumber – with GDP growth expected to pick up, inflation to retract into its 2-3% target range and interest rates to decline. This should have a flow on effect of increasing consumer confidence and growing hotel demand, especially in the domestic leisure segment.

I envisage that this positive demand movement will manifest itself as the beginning of a significant performance upswing for the next five years, whereby

most markets will experience little new supply accompanied by growing demand. Put simply, it will be a great time to be a hotel owner across the board – both in CBD locations as well as regionally.

“Put simply, it will be a great time to be a hotel owner.”

Julian Clark, Lancemore Group

On the development front we have two capital providers that we are working with and are looking at buying assets in the coming 12 months. We are both excited about collaborating together and purchasing assets where Lancemore’s repeatable formula can improve financial performance and owner returns. Partnerships such as these are central to our future growth plans.

We also have two hotels that are about to commence construction – one in Port Adelaide and the other in McLaren Vale in South Australia – the latter of which is under our Lancemore brand and the former under our LMG Collection brand. They will come on board in the coming years, but construction will commence next year, so we will be gearing up for that and commencing preopening work.

We also hope to expand our growing collection under both branded and white label management of hotels. n

SNAPSHOT: LANCEMORE GROUP

Year the company was founded: 1986

Year first hotel opened: 1986

Number of brands in the organisation: 3

Current number of hotels and rooms: 8 hotels; 550 rooms

Head office location: Melbourne

Cleveland Estate is the first property to emerge under the new LMG Collection

Jason

Nuell Area Vice President Australia, NZ & Pacific

Cost of development calls for fresh solutions.

MARRIOTT INTERNATIONAL’S 46 properties delivered strong performance in ANZP which continued in late 2024, driven by our ADR focused strategy, positive international demand and ongoing priority of driving our retail segment. As a result, we continue to see a growth in our ADR and have seen positive market share results across our portfolio.

The last 12 months also saw Marriott International celebrate milestones including launching new brands and entering new markets. We opened the first Marriott Executive Apartments in Papua New Guinea, a new market for us, and we introduced the Courtyard by Marriott brand to Perth. We also welcomed the 600th property opening in APEC with the opening of Adelaide Marriott – our first hotel in South Australia.

I was proud to see Marriott International move up to #4 in Australia’s Best Workplaces, a great accomplishment that recognises the company’s efforts of putting our people first. In 2025, we will further amplify our company culture and support our associates to grow with Marriott and define their own journey – much like I did over the past 20 years.

Globally, Marriott Bonvoy continued to grow from strength to strength as our membership base climbed to over 219M+ members. The company remains focused on enhancing our loyalty program’s benefits with new ways to engage members both on and off property. Our member benefits are world leading, and our hotel rooms are largely filled with engaged members.

“I believe there is plenty of opportunity for growth and strategic expansion.”

Jason Nuell , Marriott International

With over 30 brands within the Marriott Bonvoy portfolio, and 17 of those represented here so far; I believe there is plenty of opportunity for growth and strategic expansion. You can expect Marriott Bonvoy hotels to be in more places in the coming year. Our goal is to have a Marriott Bonvoy property everywhere that our guests want to travel, which means seeking new locations and opportunities for new brands.

It’s no secret that an industry challenge is the cost of development in Australia and New Zealand vs other regions, impacting on the number of new-build signings particularly in major cities. This simply means looking for other opportunities for growth – such as introducing new brands, hotel conversions and new untapped locations.

Around 40% of our global hotel signings in 2024 across the Asia Pacific region were existing hotels seeking to future proof their success via brand conversion, a trend which we expect to continue. As operators, we know that the power of Marriott Bonvoy is a compelling proposition, and our stakeholders want to be a part of that.

I’m excited at the prospect of what’s in store for 2025, for our associates, owners and stakeholders. We have a positive pipeline of new hotel signings that we will announce this year, as well as exciting development progress being made with our future openings, such as Moxy Pitt Street in Sydney.

SNAPSHOT: MARRIOTT INTERNATIONAL

Year the company was founded: 1957

Year first hotel opened (Globally): 1957

Number of brands in the organisation: 32

Current number of hotels and rooms (Globally): Nearly 9,100 hotels; 1.6M+ rooms

Current number of hotels and rooms (APEC): 621 hotels; 141,003 rooms

Current number of hotels and rooms (ANZP): 46 hotels; 11,164 rooms

Head office locations (Globally/APAC/ANZSP): Maryland, Singapore, Sydney

Alongside the newly opened Courtyard by Marriott Darwin, we will also open our first Sheraton, the Sheraton Port Moresby Stanley Hotel & Suites in Papua New Guinea, and the highly anticipated Westin Fiji Golf Resort & Spa reopening towards the end of the year.

Marriott Bonvoy is the Official Hotel Partner of The Summer of Tennis events across Australia and the Australian Open in Melbourne, where we just hosted 1000 guests, clients and members from all over the world for incredible money-can’t-buy experiences. In 2025 we will continue to offer our members unparalleled rewards and experiences, underpinned by impeccable guest experience. n

Matthew

Thomas Group General Manager, Meriton Suites Director, Meriton Group

No slowdown in event-driven travel.

WE HAVE SEEN a strong recovery within the hospitality industry rebounding well from lingering global disruptions, with rising domestic and international travel driving occupancy rates and revenue growth. There has also been a boom in event-driven travel where highprofile events, such as Taylor Swift’s Eras Tour, and major conferences, significantly boosted travel demand in key markets.

Australia faces a blend of challenges and opportunities for growth in 2025 and beyond. Workforce shortages continue to pose a significant obstacle, highlighting the need for stronger government action to support the return of international students and visa workers who have historically been vital contributors to the industry.

Key locations of interest include Brisbane, which is gearing up for the 2032 Olympics and poised for significant growth. Leisure hotspots like the Gold Coast continue to draw family and holiday travellers, while Canberra’s steady flow of government and corporate visitors ensures its viability as a business hub.

According to trends and travel patterns, we are seeing that international travel is slowly coming back to post pandemic levels, with Australia ranked #2 by international global travellers as destination of choice. This has been

reinforced by the increase in direct overseas flights by existing and new airlines from Asia, particularly South Korea. As a result, we are working with key government tourist departments because we know that these travellers like to visit in large groups with family and friends, making our apartment-style suites the perfect hotel accommodation during their stay.

As the largest owner and operator of hotels in Australia, with a portfolio valued at $8.1 billion, we have witnessed a significant transformation in the hotel management landscape, driven by the rise of new and disruptive players. These emerging competitors have introduced innovative business models while challenging the traditional norms of the hospitality industry. However, this disruption does not deter us. Unlike many others, we own both our hotels and our brand, giving us full control over every aspect of operations and guest experiences. This unique advantage empowers us to adapt swiftly, innovate effectively, and consistently deliver the exceptional quality and service that define our reputation.

The outlook for 2025 is optimistic, with strong growth anticipated across key markets. Continued recovery in international travel, coupled with sustained domestic demand, positions the hospitality sector for a robust year. Event-driven travel remains a key driver, with global entertainment and sporting events set to boost occupancy and revenue.

A major highlight for Meriton Suites in 2025 is the start of our third development in Brisbane CBD. As the city gears up for the 2032 Olympics, this project will tap into growing demand from both leisure and business travellers. This new property will be architecturally designed and include tailored experiences to align with the city’s evolving market dynamics. n

SNAPSHOT: MERITON SUITES

Year the company was founded: 1963

Year first hotel opened: 2003

Number of brands in the organisation: 1

Current number of hotels and rooms: 23 hotels; 8,380 rooms

Head office location: Sydney

Meriton Suites now has 23 properties around Australia

Craig Hooley Chief Operating Officer

Australia & New Zealand

New-build opportunities to make welcome return.

LOOKING BACK ON 2024, it would be remiss not to acknowledge the challenging retail market conditions stemming from the Reserve Bank’s continuing efforts to reduce inflation, something that was particularly pronounced in regional locations where holidays are especially price sensitive. There’s no doubt the higher cost of local living put increased pressure on the domestic leisure travel market from travellers comparing prices and perceived value between domestic destinations and competitive international options such as Bali, Thailand, and Japan.

As a result, corporate travel became one of the key drivers for growth throughout the year, achieving significant year-on-year increases across all segments, and we will continue to build upon this momentum moving into 2025.

With forecasts predicting a normalising of the leisure market during 2025, we will hone in on creating further

SNAPSHOT: MINOR HOTELS

Year the company was founded: 1978

Year first hotel opened: APAC 1978; ANZSP 1991

Number of brands in the organisation: 8

Current number of hotels and rooms (Globally): 560+ hotels; 80,000+ rooms

Current number of hotels and rooms (AMEA): 120+ hotels; 15,000+ rooms

Current number of hotels and rooms (Australasia): 60+ hotels; 6,600+ rooms

Head office locations: Bangkok, Brisbane, Madrid

“There’s no doubt the higher cost of local living put increased pressure on the domestic leisure travel market.”

Craig Hooley, Minor Hotels

value for travelling families, and we will be laser focused on communicating our unique proposition which includes spacious, apartment-style accommodation featuring all the comforts of home, as well as added-value benefits which deliver meaningful value for families via collaborations with partners including Menulog, Foxtel, The Coffee Club and grocery delivery services.

Turning to international arrivals, and the inbound market is still largely driven by VFR travellers. Sydney remains our most popular market for overseas visitors, and we anticipate strong opportunities for both city and regional properties from significant growth in Chinese travellers who view Australia as an appealing and safe international destination.

On the development front, we have bold, ambitious plans for 2025. Post-pandemic development roadblocks have eased significantly, and we’re seeing the welcome return of new build opportunities across the market. However, asset sales remain slow as valuations are still being impacted by EBITDA challenges.

Minor Hotels Australasia will be pursuing bold, ambitious expansion plans during 2025, both for new brands and new builds, including our first purpose-built Oaks hotel in Sydney. Our development aspirations this year will be focused in Southeast Queensland, particularly Brisbane, where we have recently announced the signing of the management letting rights for the landmark Queens Wharf Residences development from early 2025, as well as Adelaide, Perth and Sydney, and we will be eagerly following the progress of Australia’s first NH Hotel and NH Collection property, which are both due to open in 2026.

There will also be plenty of movement in the local hotel management landscape, which is rapidly catching up with European and North American models, so we expect to see growth in White Management companies, franchise and manchise opportunities which are being leveraged to improve margins and deliver solid returns. Our focused distribution system delivers RGI numbers north of 100 for all of our partners, and we have the capacity to grow our rooms under distribution without diluting our current business, so we are keen to work with White Management companies, and we will continue to expand our presence in both the franchise and HMA spaces in 2025, and beyond. n

Lachlan Hoswell Managing Director Business Unit Australasia

Embracing a technological transformation.

THE AUSTRALASIAN HOSPITALITY market saw great revival and reinvention in 2024. Domestic demand was consistent, and international visitors added much needed momentum. Now, the region is ready for growth in 2025. Sydney, Melbourne, and Auckland are high interest locations that are already leading the charge, driven by the increased demand in both luxury and lifestyle accommodations.

Over the past 10 years, the hospitality sector experienced a major transformation fueled by the boom in technology. There has been a growing trend of hotels creating and implementing branded applications and digital concierge systems in response to the increasing demand from clients for customised and smooth interactions.

Digital transformation still stands out as a unique factor for Radisson Hotel Group in 2025. Radisson+ and other virtual tools are enhancing how guests interact with the brand by allowing them to plan trips and enjoy Virtual Reality. These efforts ensure that we remain ahead of travellers’ expectations while driving benefits to our owners and investors. We’ve developed a strategic localisation roadmap, making our website and app available in nearly 30 languages, ensuring accessibility for guests across our key business markets.

As part of the development of the modernised Radisson Rewards loyalty program, we adjusted the digital platform interface, which originated from the need for better and faster ways of booking and signing in for a hotel stay. The Radisson Hotels App, showcased by Google as best in class, is now downloaded more than 1.3 million times annually and leads the industry amongst hotel chains in direct booking.

Delivering personalised components is the core strategy of our approach. Currently, we are sending personalised content to more than 60 markets, resulting in a more than double-digit increase in conversion rates and CTR three times higher than average.

New strategies to increase customer engagement are also possible with advanced technology. Our virtual desktops, laptops, mobile devices, and VR headsets enable guests to view our properties from any of the 185 hotels where the technology has been installed. For meetings and events, we introduced Book It Easy, an online, instant booking tool, so event planners can instantly book or put in a proposal request.

“Delivering personalised components is the core strategy of our approach.”

Lachlan Hoswell, Radisson Hotel Group

These activities strengthen our strategy of providing modern, customer-focused digital solutions and ensuring that the guest’s journey from searching to staying is as effortless as possible.

With the upcoming opening of Park Inn by Radisson Melbourne Carlton, in addition to further hotel signings and developments, we are well-positioned to deliver exceptional experiences and sustainable growth in 2025. Additionally, Radisson RED Auckland is on track to open soon, with the developer introducing new technology such as keyless entry. We are also expanding our footprint in the region with a new deal in Fiji Naisoso, further strengthening our presence in the region. n

SNAPSHOT: RADISSON HOTEL GROUP

Year the company was founded: 1960

Number of brands in the organisation: 10

Current number of hotels and rooms (EMEA and APAC): 881 hotels; 159 000+ rooms

Current number of hotels and rooms (APAC): 338 hotels; 46 000 rooms

Les Morgan

Chief Operating Officer

Investment in skills, sustainability and tourism essential for 2025.

FOR THE TOURISM sector, 2024 has been a story of rebuilding. The past winter did not bring as strong trading as forecast amid a post-pandemic global recession, and the sector continues to work towards getting back to where we were in 2019, when there were nearly 3.9 million international tourists and tourism’s annual contribution to the economy was about NZ$25 billion, roughly 10% of gross domestic product.

From our point of view as a hotel and hospitality management group, 2025 is about several key moves: investing in skills in the tourism and hospitality sector, shoring up the work to build New Zealand’s regenerative economy and reputation in the ESG/sustainability space, and attracting higher rates of international visitation.

In early 2025 Hind Management, the company behind Sudima Hotels, is offering a new scholarship to empower and uplift Māori and Pacific youth who are ready to launch their careers in the hotel industry, which has an ongoing skills shortage.

The Jhunjhnuwala Family/Hind Management Māori and Pacific Youth Scholarship 2025 supports a hotel internship programme available to rangatahi in any one of the group’s eight properties around the country. Internships include experience with customer service and hotel operations while providing insights into hotel sustainability and nurturing confidence, connection and leadership skills and encouraging further studies in

SNAPSHOT: SUDIMA HOTELS

Year the company was founded: 2000

Year first hotel opened: 2000

Number of brands in the organisation: 7

Current number of hotels and rooms (APAC): 8 hotels; 1,358 rooms.

Head office location: Auckland

hospitality with paid hourly wage, travel allowance, and a cash incentive upon completion.

The programme builds on Hind Management’s efforts over many years to prioritise diversity, inclusion, and manaakitanga, and to promote indigenous leadership pathways within the industry.

This idea of respect and caretaking brings me to my next point about the picture for 2025 and the expectations travellers have of Kiwi providers.

Booking.com’s 2024 Sustainable Travel Report found 83% travellers say sustainable travel is important to them, and 75% of global travellers want to travel more sustainably in the next 12 months.

New Zealand is challenged to build a regenerative economy and enhance our amazing points of difference, and our hotel sector has a leadership role here. At Sudima Hotels we aim to lead sustainability initiatives and solutions; for instance, we are Toitū Carbon Reduce certified, and the first hotel group to partner with Bank of New Zealand (BNZ) on a sustainability-linked loan (SLL). Our plastic-free goals evolved into our Responsible Procurement Pledge, which we ask our suppliers to sign, and we have set up green rooms linking guests to tree planting.

Finally, we are looking forward to further investment in tourism, which has potential annual revenue of $40 billion, and 2025 will bring more conversation between the industry and central government, which we expect to be fruitful. In a competitive international market, it takes aligned messaging, goals, and working together to have higher visibility. n

Sudima Hotels is offering a new scholarship to empower and uplift Māori and Pacific youth

Tash Tobias Chief Executive

Officer

Regional destinations spell great opportunity.

2024 WAS ONE of remarkable growth for Salter Brothers Hospitality. Following our launch in 2023, we’ve established a strong foundation to redefine Australian luxury hospitality with a hand-picked collection of luxury retreat hotels across QLD, NSW and SA. We’ve expanded at pace, going from zero to 20 properties in just 15 months, underscoring our passion and commitment to deliver unparalleled guest experiences.

Our team has gone from strength to strength too, we’ve attracted exceptional talent across our operations, finance, commercial, development, talent and marketing teams, and we’ve more than doubled in team members to support our incredible growth and ready us for the next chapter.

Last November, we revealed a new brand identity, a powerful statement anchored in 5 core values – Mastery,

SNAPSHOT: SALTER BROTHERS HOSPITALITY

Year the company was founded: 2023

Year first hotel opened (Australia): 2023

Number of brands in the organisation: 2

Current number of hotels and rooms (Australia): 20 hotels; 619 rooms

Head office locations: Brisbane, Sydney, Melbourne

Elevated, People People, Care and Enduring – these brand pillars define us and embrace our commitment to creating an ambience of genuine care and bespoke experiences for staff and guests alike.

That’s reflected across our portfolio of properties, more than just places to stay, they are a destination where every detail has been carefully curated. It’s about sophistication, finesse and a touch of magic in every corner.

Regional destinations across Australia within a three-hour drive of major cities remains our focus for development and expansion in 2025. We have a significant presence in NSW, with the recent addition of Bannisters coastal properties in Mollymook and Port Stephens bringing our NSW estate to 13. We have our eye on growth in Victoria, on both sides of the peninsular, as well as locations like Daylesford and the Yarra Valley. We are seeking a greater presence in Coastal Queensland and Southwest Perth including the Margaret River.

2025 market conditions will continue to be challenging however we remain focused on our core proposition of creating a truly exceptional hospitality experience that will enable us to connect with our audiences in a deeper, more meaningful way.

This year will see significant renovations at two of our most iconic hotels – Milton Park Country House and Spa in Bowral and Lilianfels Resort and Spa Blue Mountains. We will also launch our new brand, Ardour Hotels and Estates. Consistent with the rest of our portfolio, the delivery of exceptional food and beverage experiences will remain a key focus and a part of our point of difference. n

Kingsford The Barossa joined the SBH portfolio in 2024

Scott Boyes Chief Executive Officer

Seamless integration of technology will enhance service delivery across the industry.

AS WE REFLECT on the past year and look ahead to 2025, the Australian hotel industry stands at a pivotal crossroads of dynamic change.

At Trilogy Hotels, we’ve witnessed a year defined by resilience, growth, and opportunity in our sector. Key performance indicators in 2024 demonstrated substantial improvement, with positive momentum expected to carry forward into 2025.

Last year marked a significant milestone for Trilogy Hotels, one which we are forever grateful for. In just 12 months, we have expanded our portfolio to manage 13 hotels, representing over 2,500 rooms and the oversight of more than $165 million in revenue.

This rapid growth reflects the strength of our independent management model and the trust our partners place in our expertise and commitment to their success.

Looking ahead, we see significant development opportunities, particularly in premium markets. Although increased borrowing and construction costs have tempered new supply forecasts, we anticipate most new inventory will be concentrated in the premium market segments; however, there is opportunity across the entire market.

This trend aligns perfectly with our strategic focus on investment-grade assets and portfolios. We’re particularly excited about the potential in Western Sydney and Queensland. Notably, last year, Queensland achieved its highest annual transaction volume since 2015, driven by strong investment leading up to the Olympic Games in 2032. Similarly, Western Sydney is poised for significant

growth as development intensifies ahead of the new international airport’s 2026 opening.

Both regions offer compelling opportunities for hotel investors, supported by robust demand and large-scale infrastructure projects.

Despite an optimistic outlook, we are not blind to the challenges. Rising operational costs, access to talent, and evolving consumer expectations remain top across the industry.

Trilogy Hotels faces these challenges head-on through innovative operational strategies and a focus on efficiency without compromising service quality. We prioritise delivering best-in-class bottom-line returns for owners, elevating guest product and service standards, and fostering rewarding career pathways for our talented teams.

Several key travel trends are reshaping the hospitality landscape in 2025. It appears to be more widely accepted that seamless integration of technology will enhance service delivery across our industry. Additionally, hotel design, functionality and cleanliness remain critical to attracting and retaining hotel guests.

At Trilogy, we collaborate with owners to reimagine spaces to optimise product offerings and unlock new revenue streams. This forward-thinking approach positions us to stay ahead of market demands and evolving guest preferences.

The hotel management sector is evolving rapidly, and Trilogy is at the forefront of this transformation. Our success demonstrates the viability of third-party management as a powerful and effective model. Combining this approach with franchise partnerships and major global brands delivers the best of both worlds for hotel owners.

We are incredibly excited about the year ahead. At Trilogy, we’re not merely riding the wave of industry growth – we’re helping to define it. Our dedication to operational excellence and our profound understanding of the Australian market position us well to capitalise on the opportunities ahead. n

“Hotel design, functionality and cleanliness remain critical to attracting and retaining hotel guests.”

Scott Boyes, Trilogy Hotels

SNAPSHOT: TRILOGY HOTELS

Year the company was founded: 2023

Year first hotel opened: 2024

Number of brands in the organisation: 7

Current number of hotels and rooms (ANZP): 13 hotels; 2,500 rooms

Head office location: Sydney

David Mansfield Managing Director, Australasia

Franchise model remains a cornerstone of success.

THE PAST YEAR has underscored the strength and resilience of the accommodation industry, and The Ascott Limited has emerged from 2024 with notable achievements across our brands: Quest Apartment Hotels, Citadines, Oakwood, and lyf. As we transition into 2025, the horizon looks equally promising, albeit with challenges that demand innovation, strategic thinking and adaptability.

In 2024, we solidified our position as a leader in the Australasian accommodation market. Key milestones included the launch of the Sydney Central Hotel, managed by The Ascott Limited, in Haymarket, two Oakwood properties under construction, and the continued expansion of the Quest pipeline. This momentum was mirrored by accolades such as the World Travel Awards’ “World’s Leading Serviced Apartment Brand” and recognition at the HM Awards, celebrating our innovation, community engagement, and environmental initiatives.

The Ascott Limited also achieved GSTC accreditation for lyf Collingwood Melbourne, a testament to our commitment to sustainability. As assessed and certified under the Global Sustainable Tourism Council (GSTC) Industry Criteria for Hotels, this accreditation reinforces our focus on embedding globally recognised sustainability standards into our operations. It is a rigorous process, and we are excited to expand GSTC accreditation across our portfolios in 2025.

Our commitment to inspiring and supporting our people also again received recognition, with Ascott Australia named in the 2024 WRK+ Best Places to Work. This achievement reflects our focus on creating a workplace culture that values and nurtures our team members, ensuring they are empowered to deliver excellence across all aspects of our operations.

As we plan for 2025, our pipeline reflects strategic alignment with market demand. Nine properties are under construction, including Quest Bairnsdale, Southport, and Wickham Terrace, and another eight to start construction in 2025. Expansion efforts are focused on regional hubs and urban centres like Western Sydney and Melbourne. Despite escalating construction costs and the complexity of adaptive reuse projects, our disciplined, data-driven approach ensures developments align with sustainability goals and the evolving needs of our customers.

In 2025, the travel industry is embracing several key trends. Travellers are moving beyond traditional sightseeing, seeking immersive experiences that allow them to deeply engage with local cultures and environments. There is a heightened focus on responsible travel practices that minimize environmental impact and support local communities, with tourists opting for eco-friendly accommodations and activities promoting conservation. The pursuit of health and well-being is driving travellers to destinations focused on relaxation, fitness, and mental health, including wellness retreats and spa vacations.

“There is a heightened focus on responsible travel practices.”

David Mansfield, The Ascott Limited

Technological advancements are also playing a significant role. AI is enhancing customer service through chatbots and virtual assistants, providing personalized travel recommendations and streamlining operations. These trends reflect a shift towards more meaningful, responsible, and personalized travel experiences in 2025. Our franchise model remains a cornerstone of success, particularly in regional and suburban markets. By fostering strong relationships with franchisees who are deeply embedded in their communities, we have ensured consistent performance across varying economic conditions. This model not only enhances local engagement but also underpins our ability to deliver exceptional guest experiences across Australasia.

The Ascott Limited’s 2025 vision encompasses dynamic growth across the four brands with plans to exceed 200 Quest properties and establish Citadines in every capital city in Australasia by the end of the decade. n

The Ascott Limited intends to grow the Oakwood brand in 2025

Zed Sanjana

Chief Executive Officer

Further growth in domestic leisure travel anticipated.

2025 IS SHAPING up to be a year of significant growth and expansion for the Veriu Group. With the successful opening of four new hotels in 2024, we are well on our way to achieving our ambitious goal of operating 80 hotels nationally. Several exciting projects are nearing completion, including our highly anticipated first South Australian property, Veriu Adelaide on King William Street.

Our current portfolio stands at 25 hotels, and we have a robust pipeline of 12 to 13 projects slated for opening within the next two to three years. This includes several key developments in Melbourne, such as projects in Epping, Bundoora, and Geelong, with construction on the latter set to commence early next year. These strategic additions will further solidify our presence in key markets and cater to the evolving needs of our guests.

Construction costs continue to be the single biggest impediment to bringing new hotel supply to market. The cost of constructing a room has increased by more than 30% over a five-year period, with Building Index growth outstripping inflation growth in every year since 2017. Much of this pressure has been driven by labour shortages experienced across the country because of State and Federal Government led public infrastructure construction projects of major rail and roads – particularly in Sydney and Melbourne. This has also been coupled with two years of inflation growth which has driven increases in interest rates which have

SNAPSHOT: VERIU GROUP

Year Company was founded: 2016

Year first hotel opened: 2016

Number of brands: 2

Number of hotels and rooms:

25 hotels; 3000+ rooms

Head office locations: Melbourne

“Public spending is likely to tighten in the coming year or so.”

Zed Sanjana, Veriu Group

brought down the value of completed asset valuations and increased development costs as a result of financing pressures.

At the same time, we have identified a number of potential opportunities in the market. With interest rates predicted to ease in 2025, government debt at an all-time high and a Federal election looming, public spending is likely to tighten in the coming year or so, which will stabilise the development environment for the construction of new hotels.

In the Living sector, we expect to see significant and continued growth in the demand for residential development, including build-to-rent projects and social housing. This creates clear opportunities for mixed-use developments which incorporate short-term accommodation as part of the overall project.

In terms of regional development, there is a growing trend of people moving to regional areas, leading to an increased demand for development in these areas.

The rise of remote work has also led to a decline in office demand, creating an oversupply of office space, particularly in B and C-grade buildings. This presents an opportunity for Veriu to acquire under-utilised assets at potentially more favourable prices. Office conversions offer significant cost and time advantages compared to new construction projects. This allows for faster project completion and quicker returns on investment. Punthill Tuggeranong was our first office conversion hotel that opened in 2024 and now we have started construction on another office conversion in Adelaide.

Despite the challenges in the current market, we anticipate 2025 being a year where we see construction commence or continue on six new projects which span from the suburbs of Melbourne and Sydney to regional NSW and Adelaide CBD.

The anticipated continuation of international arrivals with the onset of the weaker Australian Dollar, (combined with cost-of-living pressures) will likely drive further growth in domestic leisure travel as an alternative to the higher cost option of overseas travels. Easing of interest rates should also see an uptick in consumer demand.

To enhance guest experiences and streamline operations, we as a group are embracing technology. We are on the verge of launching the Veriu and Punthill App, which will offer guests enhanced convenience and personalised service through features such as mobile check-in, in-app communication with hotel staff, and access to exclusive offers and local recommendations. n

Matt Cameron-Smith

Chief Executive Officer

Embracing AI: Ancient Intelligence.

IN A WORLD teeming with AI, screentime and simulations, the desire for authentic experiences is stronger than ever. If, like us, you believe AI also stands for Ancient Intelligence — then you don’t get more real than Uluṟu. Majestic, enduring, 500 million years old, it embodies genuine connection to the land and its people. It’s this authentic cultural tourism that sets Ayers Rock Resort, and sister property Mossman Gorge Cultural Centre, apart from other destinations. And it remains our focus for 2025 and beyond.

2024 — our 40th Anniversary — was transformative. Demand surged beyond pre-Covid levels following significant investment, including accommodation upgrades, and brand-new experiences and partnerships. This is reflective of a broader cultural trend; since 2019, there’s been a 22% increase in domestic guests seeking authentic Indigenous experiences.

We’re laser focused on delivering world-class cultural tourism while partnering with Indigenous communities. Newly launched Sunrise Journeys is an immersive laser, light and sound show that interprets an Indigenous painting on the desert landscape. It’s proven profound for many; guests have described it as “soul-touching” and “joyful, unexpected and emotional”. The new Australian Native High Tea is also a hit, transforming a simple afternoon tea into a gourmet cultural adventure with Indigenous ingredients (you can’t go past the Salt

Bush Caramel Tim Tams!). Both innovations don’t just surprise and delight; they leave guests feeling a far deeper connection to Australia.

The 40th Anniversary allowed us to reflect on our journey, from a single campground in 1984, to the fullservice resort and cultural tourism hub of today. It was cause for celebration, with a special birthday event at the Resort impressing influencers and celebrities including Celeste Barber, Beau Ryan and Miah Madden.

Perhaps our most heartening milestone was the graduation of our 700th student from the National Indigenous Training Academy (NITA) — a program creating pathways to employment for young Indigenous Australians which we’re extremely proud of.

Our efforts resulted in a record-breaking 19 global and domestic awards in 2024; the highest in the Resort’s history.

With all the highlights, there’s also been a few headwinds; particularly affordable air access to meet the growing demand. We continue to work with airlines and tourism bodies to further improve access.

So to 2025 — and the future’s looking bright. We expect key markets like the UK, Europe, and the US to return to normalcy, and markets like China and Japan, while burgeoning, may take until 2026 to fully recover. With cost-of-living pressures yet to ease, we anticipate more Australians will travel domestically, heralding the return of the great Australian road trip — more guests driving from the East Coast, or flying to Uluṟu and hiring a car. And we’re listening to the market, creating authentic Indigenous cultural tourism offerings that resonate deeply. Watch this space — working with Traditional Owners, the Aṉangu, we continue to put culture first and you’ll see more Aṉangu-led tours launch soon.

As well, 26 October 2025 marks the 40th anniversary of the handback of Uluṟu-Kata Tjuṯa National Park to Aṉangu, with a variety of activities and events planned — travellers should mark their calendars for a powerful celebration. n

SNAPSHOT: VOYAGES

Year first hotel opened: 1984

Number of brands in the organisation: 2

Current number of hotels: 6 hotels

Head office location: Sydney

Andrew Bullock

Chief Executive Officer

Stronger market conditions anticipated in 2025.

2024 WAS A significant year of growth for 1834 Hotels, both across our network and at individual properties. Western Australia was a standout performer, delivering exceptionally strong trade across key locations. In South Australia, despite a slower winter, the events season boosted trading results significantly. Victoria continued to perform above expectations, with Melbourne defying forecasts and trading strongly. Regional Victoria also demonstrated consistent and solid performance throughout the year.

A key focus for 1834 Hotels in 2024 has been driving development and value-add initiatives at existing properties. We’ve successfully accelerated renovation projects and expanded room capacity, particularly in regional areas, allowing property owners to extract greater value from their fixed cost bases while unlocking new revenue streams. This proactive approach not only improves property profitability but also enhances guest satisfaction, positioning 1834 Hotels as a leader in both asset optimisation and guest experience.

Looking ahead, 1834 Hotels will continue to prioritise development and refurbishment across its portfolio in 2025. With a robust pipeline of projects focused on increasing room stock and upgrading existing assets, we see key opportunities for growth, particularly in regional locations. Our strategy remains centred on enhancing property value while creating memorable, high-quality experiences for guests.

Additionally, we’re exploring further ways to maximise underutilised spaces in our hotels. This approach not only generates additional revenue but also helps property owners leverage existing resources more effectively. As always, we’ll continue to work closely with owners and investors to deliver sustainable, long-term growth.

While white-label hotel management companies have long been a dominant model in markets such as the USA, they are a relatively new concept in Australia. However, 2024 saw a significant surge in their adoption, with a range of new operators entering the market and bringing fresh energy to the sector. This shift has opened up exciting opportunities for 1834 Hotels and the wider industry, as owners increasingly recognise the value of partnering with established management groups.

We see 2025 as a launchpad for continued growth in this area, with white-label hotel management becoming more widely accepted by global franchise brands in Australia. This evolution creates a powerful partnership

“We see 2025 as a launchpad for continued growth in [white label].”

Andrew Bullock, 1834 Hotels

model, combining the global brand strength of franchise operators with the local expertise and operational excellence offered by management companies like 1834 Hotels. It’s an exciting time ahead, as the model gains momentum and continues to provide owners with flexible, high-performance solutions.

In 2025, the integration of AI-driven technologies across hotel operations will be a major focus for 1834 Hotels. From advanced revenue management systems to enhanced guest personalisation tools, we believe AI offers enormous potential to streamline operations and improve profitability. By adopting innovative, data-driven solutions, 1834 Hotels is positioning itself at the forefront of the evolving hotel management landscape.

We also anticipate stronger market conditions in 2025, particularly during the traditionally quieter winter period. With increased demand, a growing pipeline of new projects, and continued investment in technology, 1834 Hotels is well-prepared to meet the challenges of the year ahead and deliver another period of strong performance. n

SNAPSHOT: 1834 HOTELS

Year the company was founded: 2008

Number of franchise brands in the portfolio: 12

Current number of hotels and rooms: 60 hotels; 3,816 keys

Head office location: Adelaide