ITC Hotels came into their own flow, in all their strengths gained over the last 50 years, with the formation of ITC Hotels Limited, an independently listed company on India’s hallowed stock exchange, earlier this year. Presently, the company is going through its first full financial year in operations. The Listed Company’s first Managing Director, Anil Chadha, is not one of his kind, having commenced his journey at ITC Hotels as a management trainee at the company’s own training institute – ITC remains proud of this achievement. ITCHL has earned the reputation of honing talent and encouraging growth from within even as it builds in various competencies through the best of talent available across industries. Currently, the company has many managers who have demonstrated great prowess, skill and risen to senior positions in various luxury hotels of ITCHL. They carry the ITC Hotel Management Institute (ITCHMI) DNA.
In this candid conversation, with Navin Berry, Editor, we cover the strengths of the hospitality industry. What hotels mean to Anil Chadha, and how ITC Hotels is positioned to grow further, under his stewardship. Anil spoke of ITC Hotels Limited’s growth trajectory, expansion through the asset right strategy and a pipeline that is looking stronger than ever. ITCHL will continue to lead in its quest for responsible luxury and sustainability, a proposition for the industry in which ITC Hotels has been a pioneer.
The top brand among ITC Hotels Limited is the ‘ITC Hotels’ itself. With ‘Namaste’ as the enduring symbol of its brand experience and ‘Responsible Luxury’ as the guiding premise, ITC Hotels are an archetype of the culture and ethos of each destination offering authentic, indigenous luxury experiences which are in harmony with the environment and society. With a platinum grade commitment to our guests and the planet, each ITC Hotel is certified with a LEED® (Leadership in Energy and Environmental Design) Platinum rating for globally recognised planet positive endeavours. Mementos by ITC Hotels is a collection of luxury hotels that offer the rarest of luxuries- great memories. Welcomhotel is the new age traveller’s key to curated immersive experiences that enrich both business and leisure journeys. Storii is a collection of handpicked boutique properties, designed to satiate the ever-evolving needs of the global traveller. Consisting of intimate sized properties in the premium segment you will find Storii at both expected and unexpected destinations Fortune Park Hotels Ltd. is India’s leading chain of First-class, full-service business and leisure hotels. WelcomHeritage, a joint venture between ITC Hotels Limited and Jodhana Heritage Resorts Pvt. Ltd., was established in 1997 to celebrate the finest traditions of heritage hospitality and tourism in India. Very recently, ITC Hotels Limited (ITCHL) announced the launch of a new brand ‘Epiq Collection’ to further strengthen the growth path for its ‘Asset-Right’ strategy. The inaugural hotels under the new brand will be in Odisha and Andhra Pradesh.
Navin Berry: In your scheme of things, going forward, do you also visualise signing for your top brand, ITC Hotel, as an asset right? Currently, it seems your management contracts are more in other brands.
Anil Chadha: Our focus during the initial years was on building great assets and taking our footprint to all major metro cities. This was a phase where we consolidated our presence in the luxury space. The hotels we built then are iconic addresses today.
Once that was done, we pivoted to an ‘Asset-Right’ Strategy which envisages achieving scalable growth while optimising capital allocation, focusing on strong partnerships with asset owners, leveraging brand credentials and operational expertise
The asset right strategy has really worked for us. We have registered impressive growth through management contracts across various brands, like Mementos, Welcomhotel, Storii and Fortune. We shall also continue to build our own assets. We have a hotel coming up in Puri. We are adding another 100 rooms in Bhubaneswar and also Vizag. Simultaneously, ITC Hotels Limited is set to expand its luxury hotels portfolio with the signing of a new project in Bihar. We recently signed agreements with Kumar Infra Hotel Private Limited (KIHPL) to manage a new 140 rooms luxury hotel in Patna. In the luxury space it is important to collaborate with those who understand the investments needed to be in this segment. In Patna, we found the right person who understood this market. Infact, we already have an alliance with KIHPL for a Welcomhotel in Bodh Gaya.
See, about five years back, we were focussed on the luxury and upper upscale segments. But somewhere in between these, we saw a niche in the premium boutique space. The market was evolving and we were completely in sync with this transformation. Brand Storii was added to the ITCHL portfolio. This brand is in the boutique space that goes from 30 to 50 rooms and is purely experiential. Breath-taking locales or sites steeped in history, beaches or jungles valleys or deserts. Each Storii offers a distinct experience, so that no two stays are the same. We have 8 Storii hotels in operation right now including, the most recent Storii Kufri. In addition we have 12 properties in Brand Storii at various stages of development.
Continuing with the asset right strategy, we saw a ready market for contemporary luxury. While ITC Hotels are classical luxury – (these are institutions like ITC Maurya, ITC Maratha, ITC Windsor, ITC Mughal) – there was room for more. One which is more modern and different from the traditional ITC Hotels. Mementos was that brand. We opened our first hotel in Udaipur and the second one in Jaipur. Both are managed properties.
Navin Berry: And, what has been your experience in Udaipur?
Anil Chadha: Mementos Udaipur has been a milestone in our journey! The owner has structured the property so beautifully. It is an architectural marvel. This massive property spread over a hundred acres actually helped us launch the brand. We have just signed a Mementos in Siliguri. It’s about 180 keys. So, as you can see… we are being very mindful of the choices we make. Recently, we launched a new brand called the ‘EPIQ COLLECTION’, in the premium, upper upscale space. The first two ‘Epiq Collection’ projects are under development in Puri and Tirupati; these will mark the brand’s debut in culturally rich destinations. ‘Epiq Collection’ Puri, the company’s owned hotel with 118 rooms, and ‘Epiq Collection’ Tirupati, a managed hotel with 201 rooms, will open and join the CLUB ITC rewards programme in the next two years. With this new brand launch, ITC Hotels aims to add about 1,000 keys under ‘Epiq Collection’ over the medium term.
Navin Berry: What would be the parallel to EPIQ COLLECTION to the rest of the industry?
Anil Chadha: Well… it could be any premium upper-upscale brand.
Navin Berry: So typically, when you have your 55 hotels in the pipeline, which you’ve signed, how is that spread?
Anil Chadha: That spread is among ITC Hotels, Mementos, WelcomHotels, Storii, and Fortune. There are some market gaps in our portfolio, like in Pune, Surat, Lucknow and Varanasi which we hope to close soon.
Navin Berry: Do you see the pipeline getting more robust?
Anil Chadha: Oh Yes, absolutely. In the last 24 months i.e. Oct ’23 to Sept ‘25, we have signed 55 hotels with 4770 keys.
In the last 24 months i.e. from Oct-23 to Sept-25, we have opened 26 hotels with 2100+ keys. The figures speak for themselves.
Navin Berry: Any thoughts on upgrading from the present Luxury Collection to some higher brand? After all, you were earlier Sheraton, then you moved up to the Luxury Collection.
Anil Chadha: With Luxury Collection we have exclusivity. I think it was a very wise decision taken by the organisation to upgrade from Sheraton to a Luxury Collection. That’s what foresight is all about and that’s how the brand evolves. It is a continuous process.
Navin Berry: Which are ITCHL’ STRATEGIC PILLARS that you have been talking about?
Anil Chadha: If you look at ITC’s five strategic pillars, the Company’s strategy is to create long term value for its stakeholders by focusing on:
- Brand Equity: Continued investment in enhancing its brand equity, thereby encouraging continuous customer engagement and loyalty.
- Asset Right: Adopting ‘Asset-Right’ approach to leverage India’s growth story by expanding our hotels footprint across brands, both through owned as well as managed hotels.
- Digital: Adoption of best-in-class digital technologies to ensure highest standards of guest experience.
- Sustainability: Continue our unwavering commitment to sustainability through the ethos of ‘Responsible Luxury’.
- Talent & Culture: Maintain robust talent pool and a high-performance culture through strong development and retention programmes.
Navin Berry: Is there any next stage happening in that sustainability field?
Anil Chadha: For over a decade, ITC Hotels has been at the forefront of sustainability in hospitality, redefining luxury through its pioneering concept of Responsible Luxury—offering exceptional guest experiences while minimizing environmental impact. A key pillar of this commitment is ITC Hotels’ leadership in sustainable practices.
In Oct 2025, ITC Hotels has been globally recognized at the World Sustainable Travel & Hospitality Awards (WSTHA), winning four major accolades including World’s Leading Sustainable Organisation, further cementing its position as a sustainability leader.
With 23 LEED® Platinum certified hotels, the company holds the distinction of having the largest number of LEED® Platinum certifications worldwide. In 2024, ITC Hotels became the first Indian hotel chain to receive the USGBC Leadership Award for Organizational Excellence, recognizing its decades-long dedication to environmental stewardship.
The brand continues to set global benchmarks with net-zero achievements. Twelve hotels are the world’s first to be certified LEED Zero Carbon. Nine hotels have achieved LEED Zero Water certification, demonstrating ITC Hotels Limited’s commitment to water neutrality.
In a major milestone, ITC Maurya became the world’s first BRI-verified building to achieve an AA+ rating, the highest rating possible – setting a new benchmark in building resilience and sustainability.
ITC Hotels has already exceeded sectoral emission targets for the hospitality sector set as per COP21, consecutively for five years. Technologies such as Zero Emission Electric Boilers and Electrification of key Laundry & Kitchen equipment have contributed significantly to the company’s decarbonisation journey. In recognition of its this, ITC Hotels Limited won the Excellence in Decarbonization – Corporate Category award at ISHRAE Cool Conclave 2.0 in August 2025. Additionally, ITC Grand Chola was ranked No. 1 in the Top 10 Sustainable Hotels by Sustainability Magazine, reinforcing its leadership in green hospitality.
In August 2025, ITC Hotels Limited commissioned a 3.3 MW wind farm near Rajkot to power ITC Narmada, Ahmedabad, further strengthening its renewable energy portfolio. Over 50% of electrical energy across ITC Hotels is sourced from renewable sources.
Navin Berry: The other areas, where sustainability comes into play, like water and plastics?
Anil Chadha: Water conservation is another cornerstone of ITC Hotels’ sustainability strategy. All wastewater is treated onsite and reused for irrigation, flushing, and cooling. Excess treated water is shared with local communities. Innovative technologies like the Atmospheric Water Generator (AWG) at ITC Grand Chola extract water from air, offering a sustainable and replenishable source of clean water.
In FY 2025, ITC Hotels eliminated over 2.5 lakh kg of single-use plastics, replacing items like water bottles and amenities with eco-friendly alternatives. The in-house SunyaAqua glass bottling plants produce zero-mile drinking water, mitigating emissions from transportation and plastic waste. Over 99% of solid waste generated is recycled or reused, with organic waste converters and biogas plants producing biogas for kitchen use—closing the loop on waste management.
Through these initiatives, ITC Hotels Limited continues to lead the way in sustainable hospitality, proving that luxury and environmental responsibility can go hand in hand.
Navin Berry: Digitalisation would be occupying importance, reasonable to assume this?
Anil Chadha: Our digital journey is anchored in a clear belief — that technology must meaningfully enhance guest experience, operational efficiency, and sustainability. Guided by this philosophy, we have progressively built a digital foundation that integrates data, cloud and automation across the enterprise.
Our mobile and web platforms now provide guests with seamless access to bookings, dining and loyalty benefits, supported by intelligent personalisation and service responsiveness. On the operational side, we have strengthened our cloud-first infrastructure, unified our data through secure and scalable data lake and embedded analytics and IoT to drive smarter energy management, predictive maintenance, and improved productivity. Each initiative is undertaken with a focus on reliability, security, and responsible innovation. True to our ethos of Responsible Luxury, our digital efforts are designed to deliver convenience and efficiency while advancing our commitment to sustainability. The result is a thoughtful, future-ready digital ecosystem that positions ITC Hotels to adapt swiftly to emerging technologies and evolving guest expectations, while remaining authentic to its values and heritage.
Navin Berry: But I wouldn’t like to miss out on my human connection. Particularly from ITCHL!
Anil Chadha: No, certainly not. Be rest assured. ITCHL is the front runner on this. Our guiding philosophy is rooted in a strong set of ‘Core values’ that define who we are and how we operate. Warmth, Innovation, Sustainable Responsibility, Ethical Leadership, and Respect for People – reflect our commitment to excellence, integrity, and purpose-driven hospitality. Together, they serve as the foundation for every interaction, decision, and experience we create.
You spoke how ITCHL keeps the human connect at the heart. Your comment is much appreciated. Warmth is extremely important. No compromise on that belief. The reason you and many others link warmth with ITC Hotels is because of our people. About 65 % of our people who command leadership roles at ITCHL’s luxury properties are from ITCHMI, the Hotel Management Institute owned by ITC Hotels. Each of them embodies the warmth that is inculcated in our learning system. They carry this forward to various units they get posted at. I’m from the same institute. My roots are at ITC HMI. As a custodian of the core values, I make it a point to spend time with the young trainees during their formative years at ITCHMI and reiterate the importance of ‘warmth’ and the significance it holds in the ITCHL Culture.
Navin Berry: What is your message to young professionals in the hospitality industry, not only in ITCHL – that where you have come from, literally at the first step of the ladder and grown in 30 years to heading one of the largest corporate organizations in the country? What’s the message in it?
Anil Chadha: The foremost is ‘passion’. Our industry is arduous and fundamentally human; it involves engaging with people at every level. You must cultivate a genuine love for people. Next is unwavering ‘commitment’ -there are no shortcuts in life and nothing is achieved without ‘hard work’. A synthesis of these virtues will undoubtedly serve you well. Fortune favours the brave.
What truly matters is to dedicate yourself wholeheartedly and persist-I assure you, the results will naturally follow. Just put your head down and work- the scoreboard will automatically take care of itself. However, if you do not find joy in hospitality-if you do not relish serving people, engaging with customers, whether guests, you will inevitably falter. The paramount realisation is that hospitality is a people’s industry-of, by and for the people. If this connection does not resonate with you, it is best to part ways early.
Somebody asked me this question in Bangalore, what do you enjoy the most in the job of a general manager? Or what I dislike? The answer is clear. A GM’s role is most wonderful. It is that of a commander, the captain steering the ship. We harbour no dislike because our essence is rooted in love for people. I cherish everything about this journey. Born into a middle-class family, overseeing a five-star hotel remains a lifelong dream fulfilled.
Navin Berry: As you have grown up the ranks, what is your perception of hospitality, is it the same as it was when you started? Has it altered? How has the game become different?
Anil Chadha: The game has changed. Today’s consumer is far more aware than before, and we all have far greater exposure. Both sides have enriched their experiences. Twenty years ago, many people wouldn’t have appreciated luxury as much or been willing to pay for it. But over the years, we have all grown and learned. God is in the detail. Every element goes to make an experience. Our endeavour is to elevate the good to greatness, and then push even further. Whether it’s the accommodation, housekeeping or cuisine like the sea bass you had today. You loved it. How do we get your sea bass right? And how do we get the whiteness in the linen right? Lux levels for the light and gloss levels for the marble? The thickness of the mattress. It’s a science. So, we learned and refined these details. Everything has evolved. It’s more systematic.
People are much more exposed today, because travel has become more accessible and widespread. It wasn’t like this in the past. Back then, exposure was limited due to less travel and technology. You had to hunt for books once upon a time, to learn more on whisky, wine, beer, food, sauces and all that. Today the world is your oyster! If you want to learn about any subject, it’s a two-minute read away. Google has replaced text books
Now, the world is much more connected, raising expectations across the board. Today, we all dream from one horizon to the next and then next. Bigger, larger and the world accommodates all our dreams.
Navin Berry: But when it’s all evolved as you said, it’s become more challenging also or no?
Anil Chadha: Of course, these are two sides of the same coin! Earlier, you were surviving in an era where the players were limited. However, today competition has increased. Look at how the food and beverage scene has evolved in the standalone space. A year back, Avartana at ITC Grand Chola was declared the No.1 Restaurant in India at the Conde Nast Top Restaurant Awards. This was Huge, considering there was a full universe of standalone restaurants They are all doing so well and they should. There is room for everyone. When such dynamic growth happens, it inspires everyone in that space and your game automatically improves. You must compete with the best. Your aspiration is always to beat the best – ‘A Champion Team will always beat a team of Champions.’
Navin Berry: Sometimes I feel there is the rush to say we have a very robust pipeline. Everybody is signing many hotels. There is pressure, it seems. You want to sign up even though you may or may not even have your act right.
Anil Chadha: First of all, do remember that the hotel will be made. It is irrespective of whether I sign or you sign. Everybody’s vying for the same piece of cake. At ITCHL there is only one thing which we always believe in and that is Quality. Hence, I need to evaluate who all we can collaborate with. Like minded partnerships are most important as they will have an impact on the brand.
Navin Berry: You also had a brand ITC One.
Anil Chadha: ITC One is the highest room category in our luxury hotels. It is equivalent to a junior suite at many hotels. So that’s the most premium category of rooms. All the Luxury Collection hotels have a certain percentage of ITC One accommodation with premium butler service, lounge access, and other amenities.
Navin Berry: And typically, ITC One commands what kind of premium over the other rooms in the same hotel?
Anil Chadha: If you look at it from the base category, it may be about 30-40 % more.
Navin Berry: ITC is well known for planning, evolving, restoring what is uniquely Indian in terms of your architecture, in terms of interiors, food, iconic restaurants like this. In ITC, how are you planning to keep this momentum going, particularly, when you are not going to be owning some of those hotels?
Anil Chadha: Being rooted to the ethos of the land is synonymous with ITC Hotels. We will not disappoint you there, Mr Berry! To answer your questions, look at the new properties we have opened, like ITC Narmada, ITC Royal Bengal or ITC Kohenur. Every ITC Hotel subscribes to this ‘iconic-ness’ – It is our signature. We are united in our diversity. For instance, in the same city of Bengaluru, ITC Windsor’s got a different architecture whereas ITC Gardenia is designed as a tribute to the Garden City. The facades, interiors, the art and décor, every element symbolises the indigenous ethos of the land.
Come to the cuisine part of it. We were always known for Bukhara and Dum Pukht. You know, these are restaurants that have thrived decades and all that comes with it. Avartana has been among the Top 50 in Asia. Again, Indian, rooted to the soil with a focus on seasonal produce and local ingredients. Bukhara continues to shine every day and has a strong legacy having won the best of awards. When it comes to cuisine, it takes time to create a brand. It doesn’t happen overnight. At ITC Hotels we give tremendous thought to creation of a new brand. There is unimaginable research behind a new launch. The last brand we really created after Dum Pukht was Kebabs&Kurries. You know, once Kebabs&Kurries achieved its organic pace, we went back to the drawing board and looked at the F&B space. We analysed trends and felt there was demand for a modern South Indian brand- we got that opportunity. Avartana was launched in Chennai, and the rest is history.
Navin Berry: What is the narrative around the millets?
Anil Chadha: It’s not just the millets. As I mentioned, Sustainability is the bedrock of all that we do and create. Many years back we launched, bringing back the ‘forgotten grains ‘and millets has been a significant part of our focus area. They’re part of our buffets, they’re part of our menus. We’ve done millet breads. We encourage people to enjoy an Indian wine. Our wine is called Ghungroo. It’s made by Fratelli. This is only for ITC Hotels. We love serving Indian whiskeys for that matter. Whichever land you are in, the world is asking you to experience what you are offering locally. When you land in Singapore, you want to leave everything aside, and savour a Tiger beer. So that is what it is. You should never feel shy about your own products. Local wins.
Navin Berry: We all acknowledge the fact that ITC played a sterling role in looking at things Indian, particularly your first 3 -4 hotels, they were so deeply rooted in those cities. Perhaps you were the first to go into what you will see today in hindsight, as what was purely experiential. The Mughal is a story and an experience. You can spend a couple of days just being there.
Anil Chadha: The world is also moving towards ‘Experiences’. One of the best examples is cuisine. Your own dining experience is more elevated than before. Presentation and styling have taken centre stage on the humble plate even as ‘taste’ remains supreme! Now, the same plate, if I served you 10 years back, would not have looked the same. Tasted the same, yes. But not looked the same.
The biggest testament to this is perhaps the G20 event. In G20, we served a meal which was completely Indian vegetarian. The plating, the sophistication and style. But flavour cannot be the casualty of fusion! And I’m a stickler for tradition. Do not mess with the holy grail, I say. You’ll eat Jalebi with Rabri, right? Would you relish the same with custard!
There are limits to fusion. The samosa is probably one of the best snacks in the world. The reason it is so popular is ‘Taste’. So stick with it. Don’t experiment so much that you’ll add bitter gourd in the samosa. Do not let go of tradition. The world’s biggest comfort foods have stayed as favourites because they do not over think or over formulate. Traditional Thai green curry has never changed, likewise the Schezwan chicken has never changed nor has the French onion soup! So don’t make a hash of those traditions just because you are wanting to create something new.
Navin Berry: You were talking about how the ball game has changed in the last 3 -4 years in terms of earlier just running your own hotels and your parent would give you the money you needed to buy another two properties; that era is done with now, that you’re doing asset right, you’re also now a listed company of your own, you have demerged. Now suddenly the ballgame today in being in this chair has become totally different and more demanding. So how Is that challenge panning out?
Anil Chadha: The kind of assets which have been built by ITC Hotels is mind -boggling. Absolutely mind -boggling. However, that too would have come with its own share of challenges. Each phase has its own demands. It would have been different because the occupancies and challenges of those times were different. It’s not that I’m having a better run than somebody else, or somebody else had a better run than someone else. Each period has its own challenges and opportunities. Ultimately what is coming together is Oneness of Purpose for the Brand. We take immense pride in our Culture. We call it the Culture Code. it is common to everyone at ITC Hotels. We have just completed 50 golden years. The generation ahead will take it to the next 50 and then the next. We have all heard this, right- ‘Culture eats strategy for breakfast’- that’s the truth.
Navin Berry: How do you see the energy going forward for tourism and the energy going forward for the hospitality industry in the coming years ahead? Do you see the buoyancy which we are seeing, will it continue?
Anil Chadha: Any data that you see today will tell you that India is short of rooms. When you compare yourself with other evolved cities in the world, when you look at it in terms of rooms per square feet, rooms per capita population, when you look at rooms per million sq. ft of office space or foreign tourist arrivals, every trend indicates that there is definitely going to be a demand.
We believe in the next four to five years, the demand will continue to grow. Supply is also increasing. So going back to your previous question, supply is important.
So, this is a cycle that will run its organic course. I am super impressed with what our institution has built. You know, in spite of the limitations that came with those times and days, we have built some fabulous assets. Today, we are so proud of this legacy. Today, I have enough leads on my table where people want to collaborate with ITCHL across brands.
Navin Berry: So let’s say a city like Goa, over the next two or three years in the foreseeable future, across your brands, how many hotels do you visualize in Goa? You have an ITC One?
Anil Chadha: In Goa we have an ITC Grand Goa. Two Storii properties and three from brand Fortune. There’s one WelcomHeritage too. This is my belief and numbers may not agree with me today because Goa has gone through a little bit of a turbulent period recently. Goa is the most beautiful destination in India. It’s only a matter of time before the storm clears out. I have a feeling that we’ll definitely do many more Storiis there. We definitely would love to get an EPIQ COLLECTION in Goa.
Navin Berry: Are you also open to conversion?
Anil Chadha: Absolutely. One should evaluate every opportunity.
Navin Berry: So typically, both IHCL and a chain like Radisson have this new category which is non-standard like Seleqtion So, are you also going to have a brand like this?
Anil Chadha: We were taught that Quality will long be remembered when the price is forgotten. When the going is good, anything will sell. But the brand which will survive the test of time is the brand that you build with complete focus on Quality. So, investment in brands is very, very important. It’s not anybody and everybody. I can open floodgates tomorrow but that may hurt quality. Yes, pressure is there to grow, definitely but you need to grow qualitatively.
Navin Berry: You opened Club ITC. It’s a loyalty program. What are your aspirations on Club ITC?
Anil Chadha: Club ITC, as a program, was always there. What we have done now is that we have refreshed it completely and given an absolutely brand-new look since our audience is also getting younger. We got a little more vibrancy in the place. Our brands are getting younger. Storii, Mementos, Welcomhotels, Avartana, Cajsa, Sleep Boutique, Gourmet Couch, & more.
Club ITC is basically a loyalty reward program. And going forward, loyalty and distribution are two big pillars that will help take the company forward. We are spending a huge amount of effort towards distribution and revenue management. Most importantly, we need to recognize guests who are loyal to the brand.
So it’s a great program, very transparent. 1 point, 1 rupee. You know how much money you have on your phone. You can use it, you can earn it, burn it, when you want, where you want. It’s that simple.
Navin Berry: But it can be redeemed only in your hotels. But I can’t use it to buy a Bukhara Dal?
Anil Chadha: You can, at any ITC Hotel.
Navin Berry: How has it taken off?
Anil Chadha: Beautiful, absolutely. But you have to give it one year to see the actual results. The initial start has been fantastic.
Navin Berry: Just the last question. There are hotel companies looking at 500 and more hotels by 2030. How many are you looking at?
Anil Chadha: We are looking at 220 hotels with 20,000 keys by 2030. Today, we are at over 13,700.
Navin Berry: And does it worry you if somebody is saying 500 and you are saying 220?
Anil Chadha: If it worried me, I would have increased my number but it doesn’t worry me. I think each person, each company, stands for its own logic and pace. And mine is not an aspirational number. Mine is a number which I am saying I will certainly do because I know my story. ‘our destiny is not created by the shoes we wear, but the steps we take’,We should deliver what we promise. We have had a good start. In fact, we had a great start as a listed company and I am grateful for the support and trust of all stakeholders.
Navin Berry: It couldn’t have come at any better time!
