Zydus Wellness and Chef Sanjeev Kapoor spotlight the future of professional kitchens

Culinary Solutions Summit focuses on consistency, innovation and operational excellence in the HoReCa sector.

Zydus Wellness, through Nutralite Professional and in association with Chef Sanjeev Kapoor, hosted the Culinary Solutions Summit in Hyderabad and New Delhi, bringing together hospitality leaders to discuss evolving trends in professional kitchens.

Culinary Solutions Summit

As India’s food service industry continues to evolve rapidly, professional kitchens today are navigating a complex landscape shaped by rising consumer expectations, evolving dining formats, operational challenges and the growing demand for consistency across menus and experiences.

Against this backdrop, Zydus Wellness’ Nutralite Professional, in association with Chef Sanjeev Kapoor, hosted the Culinary Solutions Summit in Hyderabad and New Delhi. The summit brought together more than 200 chefs, restaurateurs and hotel owners from across the two cities to discuss consistency and excellence in professional kitchens.

Industry Discussions

The summit served as a platform for culinary leaders and hospitality professionals to exchange insights on how evolving HoReCa trends, ingredient choices and operational efficiency are influencing modern dining experiences and kitchen management practices.

As consumer expectations continue to rise, restaurants and hospitality businesses are increasingly focusing on consistency in taste, quality, presentation and customer experience while balancing profitability and operational efficiency.

Industry discussions highlighted how standardisation, menu innovation, kitchen optimisation and ingredient reliability are becoming important considerations for food service businesses.

Emerging Trends

The sessions also explored key industry trends, including the premiumisation of dining experiences, growing demand for health-conscious menu options, scalable kitchen solutions and the role of chef-led innovation in driving customer loyalty.

Leadership Perspectives

Speaking about the changing dynamics of professional kitchens, Chef Sanjeev Kapoor said: “Today’s kitchens are expected to deliver much more than great taste. Consumers expect consistency, quality, innovation, and experience every single time they dine out. For chefs and restaurateurs, building excellence in professional kitchens requires the right balance of culinary creativity, operational discipline, and dependable ingredient solutions. The future of food service will belong to kitchens that can consistently deliver high-quality experiences at scale. Nutralite Professional plays a key role in supporting professional kitchens with innovative and reliable food solutions tailored for the food service industry. Its wide portfolio ensures consistent taste, high quality, operational efficiency, and better profitability. By helping chefs and restaurateurs meet evolving consumer demands while maintaining excellence at scale, the brand has become a trusted partner for culinary professionals.”

Tarun Arora, CEO and Whole-time Director, Zydus Wellness, said: “At a time when the foodservice industry is rapidly evolving, chefs and culinary businesses are looking beyond just taste, they are seeking solutions that deliver consistency, operational efficiency, innovation, and more conscious food choices. Through Nutralite Professional, we are committed to supporting this evolution by enabling kitchens with products that align with changing consumer expectations and modern culinary needs. Platforms like the Culinary Chef’s Meet play an important role in bringing the culinary community together to exchange ideas, inspire innovation, and collectively shape the future of food in India.”

Interactive Sessions

The event also featured curated tasting sessions, interactive chef engagements and discussions focused on kitchen innovation, operational best practices and changing consumer dining preferences

A multi-million-dollar makeover redefines this luxury hotel in South India

InterContinental Chennai Mahabalipuram Resort reopens with ocean-facing venues, luxury suites, destination dining and enhanced wellness experiences.

IHG Hotels has signed a management agreement with Makson India Hospitality Pvt Ltd. for InterContinental Resort Jaipur Achrol. Scheduled to open in early 2030, the 225-key luxury resort marks another milestone in the company’s strategic expansion across India’s high-growth leisure destinations.

The resort will feature villas and guest rooms

Featuring 36 villas alongside 189 guest rooms, the property is designed to deliver an immersive resort experience and elevated luxury offering. Set across a 16-acre land parcel along the Delhi–Jaipur Road in Achrol, InterContinental Resort Jaipur Achrol will mark the fourth IHG-branded hotel within the larger Jaipur city limits and the second InterContinental hotel in the market.

Leadership comments on the signing

Commenting on the announcement, Sudeep Jain, Managing Director, South West Asia, IHG Hotels & Resorts, said, “We are delighted to partner with Makson India Hospitality Pvt. Ltd. to launch InterContinental Resort Jaipur Achrol. India continues to present significant opportunities in the luxury hospitality segment, driven by growing demand for leisure experiences and destination-led celebrations. This signing reflects our continued commitment to strengthening IHG’s luxury and lifestyle portfolio in the country and reinforces our ambition to be the partner of choice for luxury hospitality in India.”

He further added, “Achrol is emerging as a compelling destination in close proximity to Jaipur, offering a unique combination of heritage, nature, and accessibility. With InterContinental Resort Jaipur Achrol, we aim to create a landmark destination that caters to leisure travellers as well as large-scale social celebrations.”

Makson India Hospitality comments on the partnership

Rajan Jhiriwal, Director, Makson India Hospitality Pvt Ltd, said: “We are delighted to partner with IHG Hotels & Resorts to introduce the iconic InterContinental brand to Achrol, Rajasthan. This association represents an important milestone in our group’s long-term vision of creating landmark hospitality assets that meet the highest international standards while remaining deeply rooted in the character, culture, and heritage of their destination.”

Robin Jhiriwal, Director, Makson India Hospitality Pvt Ltd, added: “Our vision is to develop hospitality destinations that deliver enduring value to guests, the community, and all stakeholders. With InterContinental Resort Jaipur Achrol, we aim to create a resort that elevates the region’s luxury hospitality landscape while showcasing Rajasthan’s timeless appeal through thoughtful design, authentic experiences, and world-class service.”

The resort will include dining and event spaces

InterContinental Resort Jaipur Achrol will feature four dining options, including an all-day dining restaurant, a specialty restaurant, a lobby lounge, and a pool bar. The resort will also offer extensive event spaces across two venues, including a ballroom, making it an ideal destination for weddings and social gatherings. Additional facilities will include a club lounge, spa, fitness centre, swimming pool, retail outlets, and ample parking.

Can every diner access your restaurant?

District by Zomato launches an Inclusive Dining Toolkit to help restaurants create more accessible and welcoming experiences for all guests.
District by Zomato, the going out platform announced the launch of the Inclusive Dining Toolkit for restaurants. A first-of-its-kind initiative designed to enable restaurants to make dining experiences more accessible for Persons with Disabilities (PwDs), the elderly, pregnant women and others.

Collaboration and Development

Developed in collaboration with the Department of Empowerment of Persons with Disabilities, Samarthyam and The Association of People with Disability, and in consultation with persons with disabilities, restaurant partners and accessibility experts, the toolkit is intended to help restaurants identify accessibility gaps, implement practical improvements and provide diners with information related to accessibility. The initiative also highlights the role of accessibility in influencing customer experience and repeat visits.

Minister’s Message

B. L. Verma, Minister of State, Ministry of Social Justice and Empowerment noted in his message, “Accessibility and inclusion encompass all aspects of everyday life. Dining establishments are important public spaces, and it is essential that they are designed and operated in a manner that enables persons with disabilities to participate independently, safely, and with dignity. The Inclusive Dining Toolkit developed by District by Zomato is a valuable initiative that provides practical guidance to the hospitality and restaurant sector towards building environments that are truly welcoming and accessible to all. Creating an inclusive society requires collective efforts from government, industry, and the community, and I encourage all restaurants and hospitality establishments to utilise this Toolkit as a practical resource.”

Launch Event

The launch event was graced and addressed by the Additional Secretary, Department of Empowerment of Persons with Disabilities, Manmeet Kaur Nanda as the Chief Guest.

Additional Secretary’s Perspective

Manmeet Kaur Nanda, Additional Secretary, Department of Empowerment of Persons with Disabilities, as Chief Guest said, “2026 is no ordinary year for the PwD movement. It marks over a decade since India enacted the Rights of Persons with Disabilities Act and launched the Accessible India Campaign, Sugamya Bharat Abhiyan. Today, there are many initiatives that give us hope for the future. Across industries, we are seeing encouraging progress in accessibility, and we are moving in the right direction. At the same time, there is still much more to be done. District by Zomato’s Inclusive Dining Toolkit reflects a larger movement towards creating spaces where participation is truly accessible and inclusive for everyone. Inclusion must become the norm, not the exception. The true measure of a Viksit society lies in how inclusive its infrastructure, experiences, and opportunities are for every citizen.”

Accessibility Challenges

India is home to over 2.68 crore persons with disabilities, many of whom face challenges while dining out due to inaccessible infrastructure and limited information on accessibility.

Restaurant operators consulted during the development of the toolkit indicated an interest in improving accessibility but cited operational, awareness and infrastructure constraints, particularly in leased properties. The toolkit has been developed to help address some of these challenges by providing practical guidance on accessibility.

Leadership Comment

Commenting on the launch, Rahul Ganjoo, CEO, District by Zomato, said, “We often celebrate restaurants for bringing people together. But we rarely ask whether everyone can comfortably enter a space, move through the space, read the menu, and feel independent while doing so. The Inclusive Dining Toolkit aims to close this gap. We’ve designed this to be a quality resource for restaurants to build experiences that are more thoughtful, inclusive and better for everyone, regardless of their needs.”

Lived Experience

Sharing her lived experience as a person with visual impairment at the event, Meenakshi Chaturvedi, said, “Making our spaces accessible is not a technical hurdle. It is about understanding that sharing a meal is a universal joy, and no one should be left out of that experience. It is the thoughtfulness and empathy we bring that can truly change a person’s experience. Don’t just serve us food, make us feel welcomed, seen, valued, and cared for.”

The hidden infrastructure behind India’s fastest-growing hotels and offices

Boon Edam leaders discuss localisation, partnerships and the opportunities emerging from India’s expanding infrastructure landscape.
India’s commercial real estate, data centre, and infrastructure segments have posted strong growth in recent years, driving demand for entrance security solutions. Niels Huber, Chairman, and Marc Giese, CEO, of Royal Boon Edam International BV explain in an interview with Hotelier India how the Netherlands-based company is looking to deepen its India presence through long-term partnerships and localisation.

Niels, please tell us about your journey with Boon Edam. How did it all start and how did you join and scale the business?

Niels Huber (NH): I grew up with Boon Edam at ‘the kitchen table’. My father was the second generation of my family working at Boon Edam, so the stories were always about the company. I heard about entering export markets and becoming international. We were mainly producing revolving doors and then expanded into security products and security barriers. My sister and I both loved the business and wanted to continue it.

My actual career at Boon Edam began in 1990 as a truck driver. I travelled across Europe, did installations on sites and worked in production, assembly, warehouse and sales, so I experienced many aspects of the business. In the late 1990s, we realised that service itself could become a business model. I proposed professionalising the service business, and over the years, we transformed service into a professional global business. Today, we call ourselves a ‘mini multinational’ because we operate in 15 countries and work with more than 60 distributors in another 60 countries.

You have been working in India for many years. What structural shifts have you seen in the Indian market over time?

NH: In India, we started through a distributor model before building Boon Edam India. We have now been working together for more than 25 years.

The Indian market was already growing rapidly earlier, but today it is growing even faster. Every time I visit India, I see major developments. I travel extensively across the world and what is happening in India is extremely impressive. I do not know many places in the world developing at such speed.

What are your observations about the Indian market and where does India stand in your global priorities?

NH: One important thing is the fast pace of adapting to change in India. There is rapid development of city centres, offices, and innovations, which many parts of the world can learn from. India has to manage an enormous population, but globally there are efficient systems for handling large volumes of people. Digital systems and flexible working models can help reduce pressure on infrastructure.

Marc Giese (MG): The scale of the Indian market is enormous. We currently have our offices in India in Mumbai and Delhi and additional offices may follow in the coming years, mainly across major industrial regions. Indian projects are similar to those in other parts of the world and well within our capabilities. The Indian market is dynamic and the fast growth places major demands on suppliers. Our success in India is largely because we have built an excellent local team that works closely with customers. We are seeing developments in India comparable to the growth patterns seen in China around 20 years ago.

How are geopolitical disruptions affecting supply chain and delivery for Boon Edam?

NH: Deliveries are under pressure because the world depended heavily on one region for production. Now every region wants more autonomous supply chains and manufacturing capabilities. In India, we already assemble products locally to stay close to the market and ensure quicker turnaround times. Globally, we have manufacturing facilities in the US, China and Europe, which gives us fallback options to meet customer needs.

How much of your Indian sales are fulfilled through local assembly?

NH: In India, we already carry out part of the assembly locally because of the strong market potential. We are focused on building a long-term position with local people and believe in being as close as possible to the customer.

What lessons from your global operations are most relevant for India?

NH: We listen carefully to the people serving the local market because India may require specific local adaptations. While companies may prefer one standard product everywhere, local requirements are important.

Our products are long-life systems expected to operate for 5, 10, 15 or even 30 years, so whatever we develop must also be serviceable over the long term. We are committed for the long term and see it as our responsibility to ensure systems remain operational. We focus on delivering the best value for money, not simply the cheapest product.

MG: Demand for security solutions is increasing worldwide, especially from data centres. Hospitality, offices, airports and office security will continue to generate demand. We supply products to data centres globally and also in India, and this trend will continue over the next decade.

Many of our global customers in India expect the same level of service they receive in the United States or Europe. Customers are also increasingly focused on long-term partnerships and total cost of ownership rather than just product cost.

What challenges does the Indian market pose and how are you addressing them?

MG: Indian customers have very high expectations, especially regarding service. Customers choose Boon Edam because they know they will receive reliable service, which demands strong dedication from our team.

What leadership principles have remained constant for you over the years?

NH: Three key principles—respect, dedication, and drive. Respect means respect for colleagues, customers, suppliers, and the environment—especially regarding sustainability and long-term relationships. Dedication and drive mean having passion for our products and services.

What is your vision for Boon Edam in India? Will you set up your manufacturing plant here?

NH: India has enormous growth potential and we see significant opportunities for our products and services here. Buildings developed today must remain useful for 10, 15 or 20 years from now, so systems must be adaptable. We see strong long-term growth in India and believe that the potential is huge.

MG: Manufacturing in India is certainly a possibility. At present, we are assembling products in India and the supply chain here is excellent. Our experiences in India have been positive and we are building strong momentum in the market.

Ingredient Ideology | Chaat Pe Charcha!!! By: Dr. Kaviraj Khialani- Celebrity Master Chef.

Chaat Is An Umbrella Term For A Wide Range Of Roadside Foods That Usually Feature Some Kind Of Fried Dough With Various Ingredients That Typically Create A Spicy, Tangy, Or Salty Flavour, Though Some Chaat Are Sweet. Chaat Is Also Referred To As A Family Of Savoury Snacks That Originated In India, Typically Served As An Hors D'oeuvre Or At Roadside Tracks From Stalls Or Food Carts Across South Asia In India, Pakistan, Nepal And Bangladesh. the Different Kinds Of Chaat Names From The Collection Are Aloo And Peas Chaat, Aloo Paneer Chaat, Sprouts Chaat, Raw Mango Chaat, Palak Chaat, Idli Chaat, Boondi Chaat, Cutlet Chaat, Oats Chaat, Etc. There Are almost More Than 500 varieties Of Chaat Across The Country In Various States, Cities And Smaller Places As Well. In India, “Chaat” Is A Word That Describes More Than Just A Set Of Snacks: It's a Way Of Life, And A Category Of Food That Hits Practically Every Element That Makes Something Crave Able—Sweet, Sour, Tangy, Spicy, And Crunchy.

The Original Chaat Is A Mixture Of Potato Pieces, Crisp Fried Bread Dahi Vada Or Dahi Bhalla, Gram Or Chickpeas And Tangy-Salty Spices, With Sour Indian Chili And Saunth (Dried Ginger And Tamarind Sauce), Fresh Green Coriander Leaves And Yogurt For Garnish, But Other Popular Variants Included Alu Tikkis Or Samosa. There Are Those Who Say The Word Chaat originated From Its Literal Meaning 'To Lick'. It Was So Delicious That People Licked Their Fingers And The Bowl Made Of Peepal Leaves, Called Donas, In Which It Is Often Served. Others Think It Originated From The Term Chatpati (Tangy). However, No One Truly Knows The Origin.

Though Chaats Are Prepared With A Mixture Of Various Ingredients Yet, they Are Not So Unhealthy To Eat. But, There Is Chaat Like Aloo Tikki Chaat And Samosa Chaat Can Be Unhealthy Especially For The People Who Are Trying To Lose Weight. In Short, samosa Chaat Is Made When Samosa Is Broken Into Bite-Sized Pieces And Served With Masala, Chutney, And Spices. Even Though It's Amazing Street Food, It Can Also Be Made At Home. It's The Perfect Dish To Experiment With Because There Are So Many Different Sauces And Spices To Try It With.

Here Are A Few Easy To Toss- Mix- Assemble And Relish Options For A Sunday Evening With Chaats:

Recipe-1] Chatpata Makkai Wala Chaat

Ingredients:

Oil-2 Tsp

Ginger-1 Tsp Chopped

Green Chili-1 Tsp Chopped

Onion-1 Small Chopped

Tomato- 1 Small Chopped

Mint Leaves- 8-10 No

Coriander Leaves- 1 Tbsp. Chopped

Chaat Masala-1/2 Tsp

Lime Juice-1 Tsp

Tomato Ketchup-1 Tsp

Red Chili Sauce-1 Tsp

Aamchur Powder-1/2 Tsp

Imli Chutney- 2-3 Tsp

Flat Papdis- 4-5 No

Nylon Sev- 2-3 Tbsp.

Fresh Anardana- 2-3 Tbsp.

Method:

1. Boil The American Sweet Corn Until Tender And Keep Aside.

2. Prepare All The Cutting- Chopping Of The Ingredients As Listed, Keep It All Chilled Until Used.

3. Heat Oil Add Ginger, Chilies, Corn And Saute For A Few Seconds, Add Salt To Taste, Lime Juice, Chaat Masala And All Other Sauces And Flavourings.

4. Add In The Boiled Corn, Onions, Tomatoes, Mint, Coriander Leaves And Give It All A Nice Mix. Add In Boiled Potato Cubes As Well For A Little More Volume In The Chaat.

5. Toss The Chaat Well Just Before Serving And Assemble It All On A Serving Plate And Garnish With Anardana, Coriander, Imli Chutney And Serve It Chilled.

Recipe-2] Kala Chana Firangi Chaat.

Ingredients:

Oil- 2 Tsp

Garlic- 1 Tsp Chopped

Ginger-1 Tsp Chopped

Green Chilies -1 Tsp Chopped

Kala Chana- 2 Cups Boiled

Boiled Potatoes-1 Cup Peeled And Diced

Salt To Taste

Black Pepper To Taste

Chaat Masala-1/2 Tsp

Schezuan Sauce- 2 Tsp

Lime Juice-2 Tsp

Tomato Ketchup-1 Tsp

Onions-1 Small Chopped

Tomatoes-1 Small Chopped

Coriander-2 Tbsp. Chopped

Mint Leaves- 8-10 No

Lightly Toasted Peanuts- 2-3 Tbsp.

Method:

1. Prepare All The Ingredients For The Chaat Masti Mazaa For Sundays.

2. In A Mixing Bowl Toss Up Together The Ingredients For The Chaat One By One, Add

In Seasonings To Taste, Sauces, Chutneys And Mix Well.

3. Add In The Variety Of Veggies As Per Taste And Give Them All A Nice Mix.

4. Add In A Little Cream Cheese As Well To Balance The Spice If Needed.

5. Garnish The Chaat Well With Elements Like Sev, Puries, Coriander, Chaat Masalas And Chutneys And Offer Them Immediately Garnish With Toasted Or Roasted Peanuts, Mint, Coriander And Serve Chilled.

Recipe- 3] Makhana Masti Chaat

Ingredients;

Makhanas- Lotus Seeds-1 Cup

Oil-2 -3 Tsp

Salt To Taste

Black Pepper- To Taste

Lime Juice-2 Tsp

Peanut Butter- 2-3 Tbsp.

Boiled Corn-1/2 Cup

Boiled Potatoes-1/2 Cup Diced

Cucumber-1/2 No Peeled And Cut

Tomatoes- ½ Cup Diced

Boiled Chicken Cubes- ½ Cup

Sliced Chicken Sausages-1/2 Cup

Tomato Ketchup-2- 3 Tsp

For More Options On Veggies:

Saute Sliced Zucchini

Sliced Saute Mushrooms

Sliced Black And Green Olives

Fresh Herbs/ Parsley/ Micro-Greens

Method:

1. Prepare All The Ingredients For The Chaat Recipe As Listed.

2. Lightly Toast The Makhanas In Oil On A Medium Flame And Add A Little Salt And Pepper Into The Makhanas And Remove, Allow To Cool.

3. In A Mixing Bowl, Combine Together All The Ingredients For The Makhana Chaat Recipe. Start With The Basic Ones, Add The Sauces, Ingredients To Flavour The Makhanas. I Personally Also Tried It With Peanut Butter With Tomato Ketchup, A Dash Of Imli Chutney And Mint- Coriander.

4. Add In The Chutneys, Seasonings To Taste And Give It All A Nice Toss And Set The Chaat Into Small Bowls, Add Makhanas Towards The End And Sprinkle Some More Chaat Elements Onto The Chaat Bowls And Serve It Immediately.

5. For Garnishing Chaats We Can Also Use Grapes, Kiwi, Berries, Orange Segments, Cubed Papaya Etc Can Also Be An Option To Be Used In Chaats.

Recipe- 4] Pakode Wali Chaat

Ingredients:

Assorted Pakodas- Onion Bhajiyas, Potato Bhajiyas, Moong Dal Pakodas,

Mix Veggie Pakodas, Paneer Pakodas, Boiled Egg Pakodas, Chicken Pakodas Etc Can Be Used.

Onions- ½ Cup Chopped

Tomatoes-1/2 Cup Chopped

Mint Leaves- 8-10 No

Coriander Leaves-2 Tbsp. Chopped

Peanut Butter Chutney-2-3 Tbsp.

Red Chili Sauce-1-2 Tsp

Garlic Red Chili Chutney-2-3 Tsp

Imli Chutney- 2-3 Tsp

Curd- ½ Cup Beaten.

Chaat Masala-1/2 Tsp

Roasted Crushed Jeera-1/2 Tsp

Red Chili Powder-1/2 Tsp

Lime Juice- 2-3 Tsp

Fresh Fruits- Pomegranate Seeds Or Sliced Dragon Fruit.

Method:

1. To Prepare The Chaat Elements, Ensure All The Ingredients Are Freshly Cut And Kept Chilled.

2. Choose Between The Pakodas As Per Choice And Taste. Take 2-3 Varieties Of The Pakodas For This Chaat Recipe.

3. The Chaat Is To Be Assembled Just Before Serving, We Need To Keep All The Choice Of Toppings, Chutneys Etc Ready With Us For This Session.

4. The Pakodas Can Be Fried And Assembled As Chaat While They Are A Little Warm As Well Similarly The Moong Dal Pakodas Can Also Be Served While A Little Warm With Toppings.

5. Ensure The Elements Of The Chaat Are Handy And Ready To Use Once We Start The Assembly Process. Add The Toppings Randomly On The Pakodas, Use Squeeze Out Bottles To Remove Out The Assorted Topping Sauces, Chutneys Etc On The Chaat.

6. Garnish The Chaat With Assorted Garnishes From The Classics To The Creative Ones And Make It Look Nice, Attractive And Tempting.

Recipe- 5] Peanut Wali Khasta Mazaa Chaat

Ingredients;

Peanuts- 1 And A Half Cup, Boiled, Fried/ Roasted.

For Non-Veg- Boiled/Grilled/Tandoori Chicken Sliced

For Veg- Paneer Tikka- Cut Sliced/ Cubes

For The Chaat Dressing:

Oil-1 Tsp

Imli Chutney-2-3 Tbsp.

Ginger Juliennes-2-3 Tsp

Lime Juice-2-3 Tsp

Mango Pickle Masala-2 Tsp

Tomato Ketchup-2-3 Tsp

Raisins- 2-3 Tsp

Date Puree-2-3 Tsp

White Vinegar-1 Tsp

Brown Sugar-1- 2 Tsp

Mint And Coriander- 2-3 Tbsp.

Onions- ½ Cup Chopped

Tomatoes- ½ Cup Chopped

Green Chilies- 1 Tsp Chopped

Chaat Masala-1/2 Tsp

Salt And Crushed Pepper To Taste

Method:

1. Prepare All The Elements For The Chaat And Keep It All Ready To Toss.

2. Choose Between The Veg And Non-Veg Options For The Chaat Combination.

3. Peanuts Are A Good Choice To Add Into Chaat And Goes Well With Potatoes, Boiled Chana, 

Rajma, Chauli Etc.

4. Assorted Fruits Like Apples, Pears, Orange Segments, Ripe Papaya Cubes, Grapes Etc.

5. Add In The Assorted Chutneys, Sauces, Chaat Ingredients As Needed And Give It All A Nice Toss.

6. We Can Also Use Papdis, Sev, Bhujiya, Crushed Mathhri And Other Crunchy Stuff As Well Like Soya Sticks, Namkeen Chiwda Etc Can Also Add Taste And Volume Into The Chaat. Garnish And Serve Immediately.

Recipe- 6] Rajma Aur Kairi Wali Chaat

Ingredients:

Boiled Rajma- 2 Cups

Boiled Cubed Potatoes- 1 Cup

Onion-1/2 Small Chopped

Tomatoes- ½ Cup Chopped

Green Chilies- 1 Tsp Chopped

Lime Juice- 2 Tsp

Chaat Masala Powder- ½ Tsp

Kala Namak- ½ Tsp

Raw Mango- ½ Cup Cut

Imli Chutney-1/4 Cup

Green Chutney- ¼ Cup

Tomato Ketchup-1 Tsp

Roasted Crushed Jeera-1/2 Tsp

Red Chili Powder-1/4 Tsp

Flat Papdi-1/2 Cup

Nylon Serv-1/2 Cup

Assorted Fruits-1/2 Cup Cut

For Garnish- 

Assorted Nuts

Assorted Greens

Sliced Dates

Method:

1. Prepare All The Ingredients For The Chaat And Ensure They Are All Cut And Kept Chilled.

2. Boil The Rajma And Keep Aside, Boil Potatoes And Peel, Cut Into Cubes And Keep Aside.

3. Prepare All The Other Ingredients As Well For The Chaat And Keep It Handy.

4. Fruits, Garnishes, Toppings, Options For Veg And Non-Veg Need To Be Checked.

5. Just Before Serving The Guest. We Need To Add Everything From Rajma To Veggies And Kairi Into The Mixing Bowl And Add 

Seasonings, Chutneys, Sauces As Per Taste And Give It All A Nice Toss, Mix.

6. Assemble The Chaat Into Small Glasses, Mini Portion Bowls Etc And Place Colorful Garnishes On The Chaat And Ensure It Is Looking Fresh. Serve The Chaat Immediately And Relish It.

Historic Cambridge property opens as a member of Radisson Individual

Individuals to its portfolio, a distinctive and charming upscale property located in the historic city of Cambridge, featuring 92 bedrooms, each with its own unique and contemporary design. The hotel is a valued addition to the growing Radisson Individuals portfolio and further strengthens its presence in key destinations across the United Kingdom. 

 Joep Peeters, Chief Operating Officer Franchise EMEA says: “We are delighted to welcome The Gonville Hotel into our Radisson Individuals family. This beautiful and historic property perfectly embodies the spirit of Radisson Individuals offering guests a distinctive stay that celebrates local character, heritage and high-quality hospitality. Its unique blend of history, thoughtful design and exceptional guest experiences makes it a wonderful addition to our growing network of properties across the globe.” 

 Accommodation 

Steeped in history and brimming with character, The Gonville Hotel, a member of Radisson Individuals, began life as a Senior Fellows house in 1830, built by Gonville & Caius College, before transitioning over the decades into the hotel it is today. With 92 boutique bedrooms, ranging from classic, superior and uniquely designed feature rooms, the hotel combines contemporary hospitality with true heritage and character. Eight exclusive feature bedrooms are housed within the historic Gresham House, each individually designed with interiors inspired by the Cambridge University Botanical Gardens, where guests can also enjoy their own private garden. 

 Wellness and leisure 

Within the hotel’s grounds, Gresham House Wellness offers a full menu of luxury ESPA services including massages, facials and body treatments across three wellness spaces, with hotel residents enjoying 20% off services during their stay. The hotel has five unique meeting and event rooms able to accommodate up to 100 guests for meetings, events and celebrations, and the outdoor Gonville Garden makes it a popular and sought-after choice for weddings and special occasions. The property has also been awarded Green Tourism Gold, recognizing the hotel’s commitment to environmentally responsible operations and sustainable hospitality. 

 The Gonville Hotel, a member of Radisson Individuals, is celebrated for the distinctive experiences it offers guests. Complimentary classic Bentley tours give visitors the opportunity to explore Cambridge in a beautifully restored chauffeur-driven vintage Bentley, while bicycles are available for those who prefer to discover the city at their own pace. 

 Location 

Located in the heart of the charming surroundings of Cambridge, with its stunning architecture and cobbled streets, The Gonville Hotel, a member of Radisson Individuals, is ideally positioned overlooking Parker’s Piece and within a 15-minute walk from the city’s museums, cultural attractions and world-famous university colleges. Guests are perfectly placed to enjoy the historic charm of Cambridge, with the River Cam and the iconic Backs all on the doorstep, whilst being conveniently located just one hour’s drive from London via the M11. The city’s excellent rail links from King’s Cross and Liverpool Street stations make the hotel easily accessible for both leisure and business travelers. 

 David Chaplin, Chairman of The Gonville Hotel said: “We are delighted to join the Radisson Hotels family as a member of Radisson Individuals.  The ‘Radisson Individuals’ brand will enable us to be a fully participating Radisson Hotels member while retaining the family run feel of a Cambridge hotel.  At a time when international reach is increasingly important, we expect that our affiliation with Radisson Hotels will enable us to take the hotel to the next level of guest engagement and provide access to an international customer set through Radisson Hotels whom we look forward to welcoming to the Gonville hotel.”

Applebee’s and Wyndham Rewards Team Up to Bring Free Delivery to Members Nationwide

Wyndham Rewards members earn points and enjoy free Applebee’s To Go delivery in-stay through the Wyndham mobile app, plus 2,500 bonus points for joining Club Applebee’s
PASADENA, Calif., and PARSIPPANY, N.J. (May , 2026) — Applebee’s and Wyndham Rewards® are bringing America’s favorite grill + bar directly to hotels nationwide through their industry-first collaboration—now just a few taps away. Beginning today, Wyndham Rewards members who order $15 or more of Applebee’s To Go through the Wyndham Mobile App will receive free delivery straight to their hotel, all while earning Wyndham Rewards points.*

With more than 1,100 Applebee’s located within a five-mile radius of a Hotel by Wyndham in the U.S., a familiar favorite is never far away. Every qualifying mobile order of $15 or more at participating Applebee’s U.S. locations earns 10 Wyndham Rewards points per dollar and for members who join Club Applebee’s, the first qualifying To Go order comes with 2,500 bonus points.**

“There’s nothing better than a burger in bed, and now for Wyndham Rewards members, it’s easier than ever to enjoy Applebee’s from the comfort of your hotel room,” said Vicki Hormann, executive director of Off-Premise and CRM, Applebee’s. “Whether traveling with family or for work, our To Go menu has something for everyone—and best of all, we’re open late.”

“Delivering value to our members is at the heart of Wyndham Rewards, and bringing our members direct access to a brand as beloved as Applebee’s—right inside our app—is exactly what we’re built for,” said Michael Shiwdin, GVP, Integrated Marketing, Loyalty & Digital, Wyndham Hotels & Resorts. “Today’s travelers expect convenience and flexibility at every turn, and this gives members one more seamless way to get more out of every trip.”

With more than 124 million enrolled members worldwide, Wyndham Rewards is the award-winning loyalty program of Wyndham Hotels & Resorts, with more than 8,300 hotels spanning 25 brands. From trusted roadside favorites like Days Inn®, Super 8® and La Quinta® to relaxing resorts and urban getaways across brands like Wyndham®, TRYP® and Dolce®—there’s a Hotel by Wyndham for every type of traveler.

Ready to order? Download the Wyndham Mobile App, log in with your Wyndham Rewards account, and start earning on every Applebee’s To Go order of $15 or more*. Not a Wyndham Rewards member? Join for free today at wyndhamrewards.com.

A Warm Welcome, Twice Over: ANA Holiday Inn Opens in Two New Japanese Cities

ANA Holiday Inn Kobe Sanda and ANA Holiday Inn Tosu open as the first international full-service hotels in their respective cities, marking a new chapter for the Holiday Inn brand in Japan
IHG Hotels & Resorts, one of the world’s leading hotel companies, announces the back-to-back opening of two ANA Holiday Inn properties in Japan: ANA Holiday Inn Kobe Sanda, which welcomed its first guests on 27 April 2026, and ANA Holiday Inn Tosu, which opened on 28 April 2026. Both properties, operated by Select Hotels Group, mark a significant milestone for the Holiday Inn brand in Japan. Each becoming the first international full-service hotel in their respective cities, bringing Holiday Inn’s signature warm and welcoming service to Sanda City in Hyogo Prefecture and Tosu City in Saga Prefecture.

SANDA: WHERE NATURE MEETS WARM HOSPITALITY

Located within the hillside setting of Sanda, a city celebrated for the harmony of its natural surroundings and modern life, ANA Holiday Inn Kobe Sanda is just one minute’s walk from Woody Town Chuo Station on the Kobe Electric Railway, and less than ten minutes’ drive from the Kobe-Sanda Interchange. Positioned between Kobe and Osaka, the hotel is a natural base for business travellers and those exploring the broader Kansai region. The surrounding area offers genuine variety, from the Hokusettsu Sanda Technopark and Kobe Sanda Premium Outlet, to the riverside paths of the Hiratanigawa Greenway, where guests can experience the quiet beauty of the changing seasons.

The hotel features 130 guestrooms, from cosy doubles to spacious twin layouts and a distinctive Japanese-style room, featuring traditional tatami flooring and a low-set layout that offers a more locally inspired stay experience. At its heart, Holiday Inn’s open lobby layout creates a relaxed, flexible space where guests can work, dine, or unwind throughout the day.

Mr. Eiji Baba, General Manager of ANA Holiday Inn Kobe Sanda, said: “Sanda is a place where a deep connection with nature and the warmth of community life come together in a very special way. It is our privilege to bring the warm, genuine hospitality that defines Holiday Inn to this city, and we look forward to welcoming guests – whether here for business, leisure, or simply a moment of calm – and making them feel genuinely at home.”

TOSU: YOUR BASE FOR KYUSHU

ANA Holiday Inn Tosu opens at the crossroads of Kyushu, where the Kyushu, Nagasaki and Oita expressways converge at Tosu Junction. The hotel is five minutes by car from JR Tosu Station and approximately 40 minutes from Fukuoka Airport, offering seamless connectivity to destinations across the island. Beyond its strategic location, Tosu is a city rich in history and character: guests can explore the ancient Nagasaki Kaido post road, discover lush natural landscapes, or visit the Tosu Premium Outlet, all within easy reach.

Each of the hotel's 127 modern guestrooms and suites offer thoughtful design and amenities, with flexible configurations for families and solo travellers, including single, twin and suite options.

Mr. Hiroyuki Eguchi, General Manager of ANA Holiday Inn Tosu, said: “Opening as the first international full-service hotel in Tosu City is a true privilege, and one we are deeply committed to honouring. Tosu sits at the centre of Kyushu’s network of roads and railways, and we see ourselves not just as a hotel but as a warm point of arrival for everyone setting out to explore this remarkable island.”

Apple Road is the name of the signature restaurant at each hotel, a dining destination featuring a variety of freshly sourced local and international dishes for daily buffet breakfast, as well as space for guests to unwind for lunch and dinner. Meetings & Events capabilities are also on offer for guests and locals, with each hotel featuring six flexible spaces accommodating up to 250 guests.

True to the brand’s global promise, kids aged 12 and under enjoy the Kids Stay & Eat Free program, providing great value and reliability for travelling families.  

Both hotels join Holiday Inn’s growing global portfolio, reinforcing IHG’s continued commitment to expanding one of the world’s most trusted and recognised brands across new destinations in Japan and the Asia Pacific region. Following the brand’s recent debut in Sapporo and Karuizawa, the openings continue Holiday Inn’s more than 70-year legacy of bringing the joy of travel to guests around the world.

IHG Hotels & Resorts brings luxury conversion brand Vignette Collection to London with Canary Wharf signing

Canary Riverside Plaza, Vignette Collection by IHG marks the brand’s debut in the capital as it continues UK&I momentum

2026 (London, UK): IHG Hotels & Resorts (IHG), one of the world’s leading hotel companies, announces the signing of Canary Riverside Plaza, Vignette Collection by IHG – the brand’s first property in London and second in the UK&I. Developed in partnership with Yianis Group, the signing also marks IHG’s debut in Canary Wharf, one of London’s most established and well-connected business districts.

Scheduled to open in summer 2026, Canary Riverside Plaza, Vignette Collection by IHG will offer 142 guestrooms and suites with views across the River Thames and the City, alongside a restaurant and bar, flexible meeting and events space for up to 200 guests, and access to an adjacent health club and spa. Located in Canary Wharf, one of London’s leading financial and professional services districts, the hotel is well positioned to serve corporate and leisure demand, benefiting from strong connectivity across the capital and to key international gateways in an area that continues to evolve as a dynamic commercial and lifestyle hub.

Willemijn Geels, Vice President, Development, Europe, IHG Hotels & Resorts, said: “We’re proud to be deepening our partnership with Yianis Group – a key contributor to the growth of our Luxury & Lifestyle portfolio in the UK&I. Building on our signing of InterContinental Manchester, together we have a shared commitment to bring distinctive hotels to key locations and we are creating a strong pipeline of high-quality developments. This latest project not only highlights IHG’s exciting growth of its Luxury & Lifestyle portfolio in the UK’s capital, but it also showcases the importance of this partnership.

“With Vignette Collection, we’re able to work with exceptional properties that retain their individuality and distinct style while benefiting from IHG’s global scale and enterprise platform, and London is a natural next step for the brand as we continue to expand in key gateway cities.”

John Christodoulou, Chairman, Yianis Group, added: “We are proud to be introducing Vignette Collection to London with Canary Riverside Plaza. The brand’s focus on individuality and character strongly aligns with our vision for the hotel, and we were particularly drawn to its ability to celebrate the unique identity of each property while benefiting from the strength of a global brand. Canary Wharf provides a dynamic and well-established setting for this development, and we are excited to be creating a landmark destination within this important part of the city. We look forward to continuing our partnership with IHG Hotels & Resorts and delivering a distinctive experience for guests.”

Vignette Collection, IHG’s luxury conversion brand, brings together a family of one-of-a-kind properties in sought-after urban and resort locations. Each hotel retains its individual identity and story, while being united by a shared vision to offer a more authentic and considered way to travel. Through signature hallmarks such as ‘Memorable Rituals’ and ‘A Means for Good’, Vignette Collection creates purposeful guest experiences that reflect the character and culture of each destination, connecting guests with the hotel’s cultural landscape.

The brand has gained strong momentum since launching in 2021, appealing to owners of world-class Luxury & Lifestyle hotels looking to benefit quickly from IHG’s industry-leading enterprise while retaining their property’s unique character, style and name. In just four years, the brand has surpassed the halfway point towards its goal of reaching 100 hotels within a decade, with 34* open and a further 45* in the pipeline globally. This signing builds on IHG’s continued strength in conversions, with 74%* of openings and 100%* of signings in the UK&I during the first quarter of 2026 coming from conversions.

Canary Riverside Plaza, Vignette Collection will join a growing global portfolio of Vignette Collection hotels in Europe, where the brand has six* open and 17* hotels in the pipeline, including the recently signed Hotel Schloss Reinhartshausen, Vignette Collection in Germany and The Venice Times, Vignette Collection in Italy.

The hotel will strengthen IHG’s presence in the UK&I, where it is the largest global hotel company, currently operating 384* hotels with an additional 28* in development.

IndiGo reports FY26 revenue of ₹895,134 million amid challenging operating environment

Despite continuing external disruptions, during the year ended March 2026, IndiGo expanded its operations, with capacity increasing by 9.5% year-on-year and total income growing by 6.4% to INR 895,134 million. Excluding the impact of foreign exchange and exceptional items, IndiGo reported a net profit of INR 75,025 million.

Exceptionally sharp rupee depreciation, changes in labour laws and a challenging operating environment offset the operational profit and the Company reported a net loss of INR 23,936 million.

For the quarter ended March 2026, IndiGo reported a net loss of INR 25,369 million. Excluding the impact of foreign exchange and exceptional items, the Company reported a net profit of INR 19,206 million.

Fourth Quarter FY26 Highlights

For the quarter ended March 31, 2026, compared to the same period last year (on a consolidated basis)

MetricMar’26ChangeCapacity (ASKs)43.6 billion+3.4%Passengers31.6 million-1.1%YieldINR 5.20-2.2%Load Factor85.8%-1.7 ptsRevenue from OperationsINR 224,384 million+1.3%Fuel CASKINR 1.53-4.8%CASK ex fuel ex fxINR 3.15+7.3%EBITDAR excluding forex impactINR 64,354 million28.7% marginEBITDARINR 22,278 million9.9% marginNet profit excluding exceptional items and forexINR 19,206 millionNet lossINR 25,369 million

Full-Year FY26 Highlights

For the year ended March 31, 2026, compared to year ended March 31, 2025 (on a consolidated basis)

MetricFY26ChangeCapacity172.4 billion+9.5%Passengers123.4 million+4.0%YieldINR 5.06-1.7%Load Factor84.4%-1.6 ptsRevenue from OperationsINR 849,619 million+5.1%Fuel CASKINR 1.47-11.5%CASK ex fuel ex fxINR 3.00+3.8%EBITDAR excluding forex impactINR 231,889 million27.3% marginEBITDARINR 150,892 million17.8% marginNet profit excluding exceptional items and forexINR 75,025 millionNet lossINR 23,936 million

Profitability Metrics

Quarter Ended

Particulars (INR mn)Mar’26Mar’25ChangeEBITDAR22,27869,482-67.9%EBITDAR excluding foreign exchange64,35468,618-6.2%PBT(23,517)31,694-174.2%PAT(25,369)30,675-182.7%Profit excluding foreign exchange16,70729,811-44.0%Profit excluding foreign exchange and exceptional items19,20629,811-35.6%

Full Year

Particulars (INR mn)Mar’26Mar’25ChangeEBITDAR150,892212,520-29.0%EBITDAR excluding foreign exchange231,889228,612+1.4%PBT(19,605)75,934-125.8%PAT(23,936)72,584-133.0%Profit excluding foreign exchange57,06188,676-35.7%Profit excluding foreign exchange and exceptional items75,02588,676-15.4%

Operational Metrics

Quarter Ended

ParticularsMar’26Mar’25ChangeASK (billion)43.642.1+3.4%RPK (billion)37.436.8+1.5%Load Factor85.8%87.4%-1.7 ptsPassengers (million)31.631.9-1.1%

Full Year

ParticularsMar’26Mar’25ChangeASK (billion)172.4157.5+9.5%RPK (billion)145.5135.4+7.5%Load Factor84.4%86.0%-1.6 ptsPassengers (million)123.4118.6+4.0%

Leadership Comment

Rahul Bhatia, MD, said, “FY26 was marked by an exceptionally challenging operating environment, which materially impacted our profitability. Despite these conditions, the underlying performance of the business remained resilient. During the year, our capacity grew by 9.5% and total income increased by over 6%. Excluding the impact of foreign exchange and exceptional items, IndiGo delivered a profit of INR 75 billion. We continue to maintain a strong balance sheet with substantial liquidity, demonstrating resilience through prolonged periods of volatility. I would like to thank our 123 million customers for placing their trust in us, and our 69,000 dedicated IndiGo team members for their extraordinary professionalism. While the near term remains volatile, we remain firmly focused on disciplined execution, cost efficiency, and long-term value creation.”

Revenue and Cost Comparisons

Revenue

Particulars (INR mn)Quarter Ended Mar’26Quarter Ended Mar’25ChangeRevenue from operations224,384221,519+1.3%Other income13,9239,456+47.2%Total income238,307230,975+3.2%RASK (INR)5.305.26+0.8%Yield (INR/Km)5.205.32-2.2%

Full Year Revenue

Particulars (INR mn)FY26FY25ChangeRevenue from operations849,619808,029+5.1%Other income45,51532,953+38.1%Total income895,134840,982+6.4%RASK (INR)4.995.14-3.0%Yield (INR/Km)5.065.15-1.7%

Cash and Debt

As of 31st March 2026

• IndiGo had a total cash balance of INR 516,506 million comprising INR 362,163 million of free cash and INR 154,343 million of restricted cash.

• The capitalized operating lease liability was INR 534,608 million. The total debt (including capitalized operating lease liability) was INR 777,492 million.

Network and Fleet

• As of 31st March 2026, fleet of 441 aircraft including 31 A320 CEOs (5 damp lease), 177 A320 NEOs, 172 A321 NEOs (4 damp lease), 1 A321XLR, 46 ATRs, 3 A321 freighters, 5 B737 (damp lease) and 6 B787 (damp lease); a net increase of 1 passenger aircraft during the quarter.

• IndiGo operated at a peak of 2,241 daily flights during the quarter including non-scheduled flights.

• During the quarter, provided scheduled services to 97 domestic destinations and 45 international destinations.

Operational Performance

• For the period January’26-March’26, IndiGo had a Technical Dispatch Reliability of 99.9%.

• For the period January’26-March’26, IndiGo had an on-time performance of 79.9% at 10 major airports and flight cancellation rate of 0.6%.

Future Capacity Growth

• First quarter of fiscal year 2027 capacity in terms of ASKs is expected to grow around 3-4% as compared to the first quarter of fiscal year 2026.

Awards and Accolades

• IndiGo has been recognized as the ‘Best Aviation Service Provider’ at the prestigious Wings India 2026.

• IndiGo has been honoured with the “Highest Domestic Uplift Airline Cargo for 2025” award at International Cargo Business Summit 2026.

• IndiGo ranked #1 among India’s Most Sustainable Companies in the Aerospace, Aviation & Defense sector for FY2024-25 at the BW Businessworld IMSC Awards 2026.

• IndiGo was recognized across three prestigious industry platforms for its tailor-made business product, IndiGoStretch.

• TravelPlus Airline Amenity Awards 2026.

• Onboard Hospitality Awards 2026.

• PAX International Readership Award 2026.

Sapphero Hotels gears up for strong 2026

Western India's tourism sector is gearing up for a record-breaking 2026, with Maharashtra and Gujarat together expected to welcome more than 35 crore domestic and international visitors, generating an estimated economic impact of over ₹3 lakh crore. Rising tourist demand is creating a strong opportunity for hotel groups to expand their footprint across key high-growth destinations.

Sapphero Hotels, a renowned Hospitality group, will be strategically accommodating this increasing traveller movement across its hotels in Western India accelerating expansion through management contracts and new hotel signings across emerging and high-potential markets.

Shamitav Jana, CEO commented, "We are preparing for the next phase of hospitality growth in Western India. Improved air, road, and rail connectivity, along with major infrastructure developments including new expressways and airport expansions, are significantly driving tourism growth in the region. This enhanced accessibility is boosting demand for spiritual tourism, destination weddings, leisure travel, wellness retreats, festivals, and corporate events at several key destinations. Our focus remains on combining technology-driven operations with personalized hospitality experiences while strategically strengthening our presence in high-growth markets.

Castles, Countryside and Slow Luxury: A Different Side of Czechia Is Winning Over Indian Travellers

India, May 2026: Moving beyond fast-paced itineraries and conventional hotel stays, Indian travellers are now increasingly seeking slower, more immersive holidays rooted in heritage, wellness and meaningful experiences. Reflecting this growing shift in travel preferences, Czechia’s castles, countryside estates and historic chateaux across regions such as Central Bohemia, South Moravia, Brno, Karlovy Vary and Český Krumlov are emerging as a distinctive way to experience Europe beyond the expected.

As travel preferences continue to evolve, Czechia’s castles, countryside estates and historic chateaux across regions such as Central Bohemia, Vysočina Region, South Moravia, Brno, Karlovy Vary and Hluboká nad Vltavou are emerging as a distinctive way for Indian travellers to experience Europe beyond the expected. Travellers today are increasingly seeking experiences rooted in heritage, local culture, gastronomy, wellness and slower styles of travel.

While Prague continues to remain the gateway for Indian visitors travelling to Czechia, a growing number of travellers are now extending their journeys beyond the capital to discover the country’s historic castle stays and countryside retreats spread across some of Czechia’s most scenic and culturally rich regions.

Located around an hour from Prague, Chateau Mcely is among the countryside chateaux attracting travellers looking for peaceful and wellness-led escapes surrounded by forests and nature. Combining heritage architecture with wellness experiences, gardens and intimate hospitality, the property offers a slower and more tranquil alternative to traditional city-focused stays.

Similarly, Chateau Světlá nad Sázavou, situated in the Vysočina region between Prague and Brno, allows travellers to experience restored aristocratic heritage through elegant château interiors, wellness offerings and countryside experiences set within a historic castle environment.

Near Karlovy Vary, Chateau Kynžvart offers travellers an opportunity to experience the charm of historic castle architecture while exploring one of Czechia’s most renowned wellness regions. Surrounded by forested landscapes and spa traditions rooted in centuries of history, the region continues to resonate strongly with travellers seeking restorative and experience-led holidays.

Further south, South Moravia is increasingly drawing travellers to heritage stays such as Chateau de Frontire in Hlohovec (10 mins from Lednice-Valtice Area) and Chateau Valtice, both located within the UNESCO-listed Lednice-Valtice Cultural Landscape. The UNESCO-listed Lednice-Valtice Cultural Landscape, often referred to as the “Garden of Europe,” is home to grand chateaux surrounded by vineyards, gardens and historic estates. These castle-style stays allow visitors to combine wine tourism, regional gastronomy and cultural exploration while experiencing a slower and more immersive side of Czechia.

The growing popularity of such stays reflects how Indian travellers are increasingly exploring Europe through more regional, experience-led journeys centred around heritage, wellness, gastronomy and nature.

Across Czechia, castle hotels and countryside retreats are allowing travellers to move beyond traditional sightseeing and discover the destination through its history, landscapes and local culture.

The rising interest in Czechia’s heritage stays also mirrors the growing global travel trend of “slow travel,” where travellers are prioritising meaningful experiences, longer stays and deeper cultural connection over fast-paced sightseeing. Across Czechia, castle hotels, vineyard estates and countryside retreats are allowing Indian travellers to experience Europe through history, nature and local culture at a more relaxed pace.

Apeejay Surrendra Park Hotels targets 6,653 keys as FY26 revenue tops ₹707 crore

The company reported FY26 results while outlining plans to more than double its room inventory over the next five years.
Apeejay Surrendra Park Hotels Limited (ASPHL) announced its financial results for the fourth quarter and year ended March 31, 2026.

Revenue from operations stood at Rs. 183.70 crore in Q4 FY26, versus Rs. 177.32 crore in Q4 FY25. Operating EBITDA was Rs. 52.99 crore versus Rs. 62.09 crore in the corresponding quarter last year, while profit after tax for the quarter stood at Rs. 11.88 crore versus Rs. 26.58 crore in Q4 FY25. For FY26, revenue from operations stood at Rs. 707.28 crore and PAT at Rs. 65.72 crore

Expansion and Portfolio Growth

The company continued to expand its presence during the year, with a focus on Tier II and Tier III markets. It acquired controlling stakes in Zillion Hotels and Resorts Private Limited, Fisherman’s Grove Resorts Private Limited and Thali Hotels and Destinations Private Limited, adding properties in Mumbai and Kerala to its portfolio. The company also plans to increase its room inventory to 6,653 keys over the next five years.

Flurys Performance

Flurys, the Company’s iconic bakery and confectionery brand, now operates 110 outlets and remains well positioned for further expansion. Flurys delivered a strong 29% YoY growth in revenue during FY26, reflecting continued traction across both new and existing stores. The brand’s consistent network expansion aligns with the Company’s strategy to scale its retail footprint while preserving its rich legacy and brand equity.

Leadership Comment

Commenting on the Q4 FY26 performance, Vijay Dewan, Managing Director, Apeejay Surrendra Park Hotels, said, “FY26 has been a significant year, with revenue crossing the ₹700 crore milestone for the first time. Q4 continued to reflect resilient operating performance across the portfolio with the Company maintaining its leadership position in occupancy and RevPAR. The sale of serviced apartments at EM Bypas Kolkata, has exceeded expectations resulting in substantial improvement in this year’s cash flow. The 75% dividend payout approved by the Board reflects the strength of our balance sheet and growth momentum. The outlook remains positive, and we continue to focus on creating long-term value for our shareholders through strategic portfolio expansion, enhanced guest-centric experiences, operational excellence, and sustained margin improvement.”

Century-old Narasu’s Coffee expands across Kerala, Karnataka and Andhra Pradesh

Sri Narasu’s Coffee Company, a South India-based coffee company with nearly a century of operations, has outlined plans to expand its retail and distribution presence beyond Tamil Nadu into Kerala, Karnataka and Andhra Pradesh.

The company currently operates 78 company-owned stores and offers 180 SKUs across coffee, tea and other FMCG categories. As part of its expansion plans, it has opened a store in Bengaluru, with another outlet planned in Amaravati.

Expansion Strategy

The expansion is part of the company’s plans to increase its presence in southern India, with Karnataka, Andhra Pradesh and Kerala identified as key markets. The company has opened a store in Bengaluru, while an outlet in Amaravati is expected to open in the next two to three months. The stores will offer products across its coffee portfolio, including premium blends, instant coffee and freeze-dried variants. The company also plans to expand its distribution network from 42 distributors to 150 by the end of the fiscal year.

Product Portfolio

Narasu’s Coffee has an extensive portfolio in the instant coffee segment, which includes – Pure Instant Coffee range, Master’s Extra Strong, Insta Strong Coffee range and Freeze dry segment.

Chairman’s Comment

Sivanantham, Chairman, Sri Narasu’s Coffee: “Our journey has been built on the pillars of ethics, reliability, and integrity values that have earned us the trust of millions of families who have made Sri Narasu’s Coffee a part of their daily lives across generations. Our focus remains firmly on the future without compromising on the standards, and the commitment to quality that has defined us since 1926. We believe in growth with responsibility and will ensure that our consumers always get the value for their spend, consumer satisfaction is a non-negotiable virtue at Narasu’s.”

Managing Director’s Comment

Srudheep S, Managing Director, Sri Narasu’s Coffee: “To sustain a legacy for nearly a century requires deep respect for our roots and an unyielding commitment to quality. We have spent decades building an unassailable foundation in Tamil Nadu in product integrity, supply chain discipline, and consumer trust. Today, we have a strong network of distributors and dealers, we see immense potential in the southern region and aspire to capture a significant market share. Our vision is clear: to bring the authentic South Indian coffee experience to every modern kitchen across India and beyond.”

He further added, “We have a strategic pan India expansion plan charted for next 3 years, the Bengaluru and Amaravati stores mark the commencement our journey to growth. By establishing a strong supply chain network combined with good retail presence, by this fiscal year end, this should add approx. 18 to 20% revenue to our existing portfolio. Our instant coffee range is the key offering and growth driver for us. The domestic instant coffee market is fast growing and Narasu’s is best placed to create a niche and achieve a significant market share. Out USP is our blend, which has remained consistent for decades, our consumers come to us for the authentic taste and blend we provide. Which is the result of our stringent quality control standards and operational excellence. We are the only brand in Tamil Nadu to ensure the products are dispatched and are on the racks within 24 hours of dispatch.”

TFS crosses ₹32,000 million in sales as airport lounge and QSR network expands across India

Travel Food Services reported ₹32,144 million in system-wide sales for FY26 while expanding its airport QSR and lounge network across India.

Financial Performance (Rs. Million)

ParticularsQ4FY26Q4FY25YoYFY26FY25YoYSystem-wide Sales8,9547,01027.7%32,14425,64225.4%Consolidated Sales4,6073,66625.7%16,47814,470*13.9%Consolidated PAT1,2261,06615.1%4,5233,722*21.5%Consolidated PAT as % of Consolidated Sales26.6%29.1%(246)bps27.4%25.7%173bps

*FY25 consolidated financials (and therefore consolidated YoY comparisons) are adjusted for the one-time effect of the deconsolidation of the JV business. For more details refer to Note 2.

Key Financial Highlights – Q4FY26 & FY26

➢ System-wide Sales increased to Rs.8,954 million (up 27.7% YoY) in Q4FY26 and Rs.32,144 million (up 25.4% YoY) in FY26, driven by:

o Like-for-like (LFL)3 sales growth of 6.1% YoY in Q4FY26 and 9.4% YoY in FY26, which was supported by various revenue-driving initiatives including menu innovations, value-oriented combo offerings, and targeted promotional campaigns, even as passenger traffic remained subdued during both the quarter and the full year. For Q4FY26, passenger traffic at TFS-managed airports was broadly flat year-on-year. The quarter started with a positive momentum in passenger traffic, but growth was impacted by the onset of the Middle East conflict in the beginning of March. For the full year FY26, passenger traffic at TFS managed airports grew by 1.2% YoY, despite disruptions seen due to airline and war related events through the year. However, traffic rebounded after each event, reflecting underlying strength and steadiness of passenger traffic demand in India.

o Net contract gains4 of 17.3% YoY in Q4FY26 and 13.1% YoY in FY26, driven by continued mobilisation of new units across the network. Over the past 12 months, 76 travel QSR outlets and 2 lounges have been added at a system-wide level, with new outlets commissioned across airports including Mumbai, Delhi, Ahmedabad, Hyderabad, Cochin as well as the newly opened airport at Navi Mumbai.

o The near-term macro environment remains dynamic, with evolving geopolitical developments, input cost pressures, and passenger traffic volatility. The Company continues to closely monitor these factors. Notwithstanding these uncertainties, TFS remains well-positioned, supported by disciplined execution, strong cost controls, and a continued focus on operational efficiencies, enabling it to navigate the evolving landscape effectively.

➢ Consolidated sales were Rs.4,607 million (up 25.7% YoY) in Q4FY26 and Rs.16,478 million (up 13.9% YoY on an adjusted basis) in FY26, mainly driven by:

o LFL sales growth of 9.4% YoY in Q4FY26 and 6.3% YoY in FY26. Passenger traffic at TFS consolidated airports was broadly similar to the prior year in both Q4FY26 and FY26, with trends through the year reflecting the episodic disruptions as described above. Inspite of the slow growth in traffic, the sales growth continues to be supported by revenue optimisation and premiumisation initiatives.

o Net contract gains of 21.3% YoY in Q4FY26 and 8.8% YoY in FY26. Contract gains in Q4FY26 were primarily driven by mobilisation of new units across Delhi Airport (Terminal 1 & Terminal 2) and Cochin Airport (Domestic Terminal 1). For the full-year FY26, net contract gains were partially impacted by the expiry of a few contracts during the year and the subsequent pick-up of these contracts by our JV.

➢ Consolidated PAT stood at Rs.1,226 million in Q4FY26, reflecting an increase of 15.1% year-on-year. For FY26, consolidated PAT reached Rs.4,523 million, recording a growth of 21.5% YoY (on an adjusted basis) and a PAT margin of 27.4% compared to 25.7% in the prior year. For the full year, profitability increase was driven by strong sales growth and increase in share of profit from the joint ventures.

Impact of the Deconsolidation of the JV Business

FY25 adjusted consolidated financials (and therefore YoY comparisons) exclude one-time impact arising prior to the deconsolidation of the JV, Semolina Kitchens Ltd (Semolina Kitchens), effective October 14, 2024. Therefore, for FY25, we have shown the adjustment for this impact up to October 14, 2025.

Key Operational Highlights – Q4FY26 & FY26

➢ Network and footprint Expansion

o Now operating across 20 airports at a system-wide level as on Mar-26, up from 18 airports as on Mar-25, with commencement of operations at the Cochin Airport (Domestic Terminal -1) and Navi Mumbai Airport during the year.

o System-wide Travel QSR outlets portfolio increased to 518 outlets as of Mar-26, reflecting a net addition of 76 outlets over the year, mainly at the Mumbai, Delhi, Ahmedabad, Hyderabad, Navi Mumbai, and Cochin Airports.

o Lounges also increased to 39 lounges as of Mar-26 (up from 37 as of Mar-25) with opening of one lounge at Cochin Airport (Domestic Terminal 1) and another lounge at Hong Kong Airport (operated in partnership with SSP Asia Pacific and Airport Dimensions).

o Brand portfolio expanded to 145 brands as of Mar-26, with addition of 18 brands in the year. The additions include new in-house concepts such as Lucknow Streat, alongside globally celebrated names including Nando’s, Wagamama, and Gordon Ramsay, further strengthening TFS’s ability to cater to the evolving tastes and preferences of the modern traveller.

New Business and Other Key Highlights

➢ New Business and other key highlights

o EATS (Eliteassist Technology and Services Pvt. Ltd.), our wholly owned subsidiary, is progressing well, having successfully deployed end-to-end integration with multiple Banks/Card networks to enable seamless bank-to-lounge access. We are actively working on broadening the scope of airport services offered under the EATS platform.

o TFS commenced operations at Cochin Airport at the start of the quarter and has since scaled up operations in a meaningful manner. In parallel, the rollout of Travel QSR units across Delhi Terminal 1 & 2 and Navi Mumbai Airport is progressing as well.

o Noida Airport was formally inaugurated in Mar-26, and the construction and fit-out works are moving to meet the airport’s timeline for commercial operations in H1FY27.

o TFS was recognised as a Great Place to Work for the second consecutive year, underscoring the Company’s continued focus on building a strong and engaged workplace culture.

o The Board of Directors has recommended a final dividend of Rs.10.25 per share of face value ₹1 each for FY2026, subject to shareholder approval at the ensuing AGM.

Leadership Comment

Commenting on the Q4 & FY26 performance, Varun Kapur, Managing Director and CEO, TFS, said: “FY26 has been a landmark year for TFS – our first full year as a listed company that has been marked by strong financial performance, with system-wide sales growing 25.4% YoY and adjusted consolidated PAT growing 21.5% YoY. We continued to demonstrate our operational resilience, delivering steady performance despite the near-term challenges seen in Q4FY26. Crossing 550+ outlets, expanding to 20 airports, deepening our brand portfolio to 145 brands, and progressing on our EATS technology platform, reflect the breadth of our execution and the directions in which TFS is growing.”

He also added, “Operations at Cochin and Delhi Airports are scaling up well, Navi Mumbai is seeing the opening of new concepts, and we remain excited about our upcoming units at Noida Airport ahead of its commercial launch. The near-term environment carries its share of headwinds – the Middle East conflict, firming input costs, and temporary traffic disruptions have added some volatility. We are watching these developments carefully, navigating them with discipline, and responding with the operational execution that has defined our journey. Our conviction in India’s long-term aviation growth story is unchanged. With a growing network, a strong brand portfolio, and new revenue streams taking shape, TFS enters this next phase from a position of strength.”

Notes

1. TFS system-wide numbers (including system-wide sales) are based on TFS’ system-wide presence covering TFS, its subsidiaries, associates and joint ventures.

2. FY25 adjusted consolidated sales exclude Rs.2,408 million of Semolina Kitchens sales (net of related party sales pertaining to Semolina Kitchen). Similarly, adjusted consolidated PAT excludes net profit of Rs.99 million for FY25 from Semolina Kitchens, but includes profit in proportion to TFS’ current shareholding in the JV (i.e. Rs.25 million).

3. LFL (Like-for-Like) sales growth refers to growth in revenues generated in the equivalent period of the fiscal year for Travel QSR and Lounge outlets opened for at least 12 months. Revenues in respect of closed outlets (other than temporary closures) are excluded from the calculation. LFL sales growth is calculated as revenue from Travel QSR and Lounge services in a fiscal year minus revenue from Travel QSR and Lounge outlets opened for less than 12 months, divided by the revenue from Travel QSR and Lounge services from the previous period minus the Revenue from Travel QSR and Lounge outlets that were closed during the equivalent period in the previous fiscal year. LFL calculations exclude revenues from management and other services.

4. Net Contract Gains represent revenue in outlets of the Company, and its Subsidiaries/JVs/Associates open for less than 12 months. Prior period revenues for closed outlets are excluded from LFL sales and classified as contract losses. Net Contract Gains are contract gains less contract losses

Air India earns Skytrax 4-star rating as passenger experience transformation gains momentum

Air India, India’s leading global airline, today announced it has been awarded the Skytrax 4-Star Airline Rating for Business Class and Economy Class, reaching another milestone in its ongoing transformation under the Vihaan.AI programme.

Air India’s elevation from 3-star to 4-Star status follows a comprehensive transformation spanning fleet modernisation, product upgrades, digital innovation, on-ground experience, and service culture enhancements, among several other aspects combining to deliver a significantly improved passenger experience across touchpoints.

The transformational changes have also translated into a consistently improving customer feedback and sentiment. Air India’s Net Promoter Score (NPS) - a key measure of customer advocacy - has improved by more than 70 points, rising from -35 in late 2022 to nearly +40 today, reflecting tangible gains in areas that matter most to passengers. On Air India’s flagship A350s and B787-9s, the NPS is consistently in the high 60s.

Skytrax is the world’s leading international air transport rating organisation, and its star ratings are widely regarded as a global benchmark for airline quality. The 4-Star Airline Rating recognises airlines delivering strong, consistent performance across product and service throughout the customer journey.

Campbell Wilson, Chief Executive Officer & Managing Director, Air India, said: “This 4-Star rating from Skytrax is an important recognition of the progress we have made in transforming Air India into a more modern, customer-focused airline. This achievement is a testament to the dedication and hard work of over 24,000 Air India employees who have embraced this transformation with commitment and pride. While this milestone reflects how far we have come, it also strengthens our resolve to continue raising the bar, with a clear ambition to achieve a 5-Star rating in due course as we build a world-class global airline with an Indian heart.”

The Skytrax audit evaluates the entire customer journey, covering airport processes, lounge experience, onboard product, food and beverage, and the quality and consistency of service. The 4-Star certification reflects holistic, sustained improvements across all touchpoints, rather than isolated enhancements.

Fleet upgrades: At the core of Air India’s transformation is an ambitious fleet modernisation programme, including the induction of India’s first Airbus A350 as well as brand-new Boeing 787-9s with made-for-Air India interiors, the completed retrofit and return to service of 27 retrofitted A320neo with all-new cabin interiors, and the ongoing retrofit of nearly 40 retrofitted legacy Boeing 787-8 and Boeing 777 now underway. In just four years, Air India’s upgraded fleet has grown to over 120 aircraft, 66% of its full-service fleet, significantly enhancing passenger experience across its network.

On the ground: Air India has reimagined its airport and lounge experience, with new, redesigned lounges in Delhi, Bengaluru, and San Francisco, with more to follow in other parts of the world. Across airports, improvements such as streamlined boarding, self-service check-in, and digital tools have made journeys more seamless.

Reimagined onboard experience: The airline has also comprehensively redesigned its onboard experience. Every cabin crew member has undergone rigorous retraining to the standards of the new Air India, alongside the induction of over 5,000 newly recruited cabin crew. This is complemented by a complete refresh of the soft product, including inflight meals and beverages, bedding, amenities, and more. Air India’s new inflight entertainment system now offers over 3,000 hours of content on all new and upgraded widebody aircraft, while on narrowbody aircraft, more than 1,250 hours of content is available via Vista Stream, its wireless inflight entertainment service. Inflight connectivity is also being progressively introduced, bringing onboard internet connectivity to customers.

Digital infrastructure and customer support: A complete overhaul of the airline’s digital & IT infrastructure and customer support system has also delivered step-change improvements - introducing an all-new website and a mobile app that stands among the highest-rated airline apps globally, a unified platform supported by a generative AI chatbot handling over 14 million interactions, reducing call wait times at the airline’s customer contact centre to around 10 seconds, and enabling faster refunds and issue resolution.

A Taste of Home: Namah's Darshini-Style QSR Is Mumbai's Most Authentic South Indian Opening Yet

Mumbai just got a whole lot more delicious and a whole lot more soulful. Namah, a Bengaluru-inspired darshini-style QSR, has arrived in Andheri West's Four Bungalows, bringing with it the kind of warmth, nostalgia, and comfort that only a deeply rooted South Indian dining experience can offer.

Namah is built around a philosophy as old as hospitality itself: Namma Mane, Nimma Mane: My Home is Your Home. It's a belief that shapes everything here, from the food on the plate to the stone beneath your feet.

From the moment guests step inside, Namah begins to transport them. A Padipura, the traditional gateway of a South Indian home, forms a striking first impression, immediately transporting guests out of Mumbai and into something far more familiar. Beyond it, a flower-decked gazebo draws its inspiration from the Totimane, the ancestral courtyard that sits at the heart of every Kannada home. Amphitheatre-style seating, landscaped courtyards, an adorned Ganesh idol, and the arresting "Wall of South" come together to create a space that feels less like a restaurant and more like a homecoming.

The material palette tells its own quiet story. Kota flooring with inlays of white marble and Jaisalmer stone reinterpret traditional South Indian motifs in a contemporary language. Sadarahalli stone runs across textures, pillars, fountains, and railings. Layers of terrazzo, terracotta tiles, and abundant greenery soften the interiors into something that feels organic, lived-in, and deeply comforting. Several architectural and decorative elements have been thoughtfully sourced from across Karnataka and South India, adding layers of regional character and authenticity to the space.

The menu is where Namah truly earns its place. The Idli and Vada Junction alone is a love letter to the form: Mallige Idlis so soft they barely hold their shape, Thatte Idlis served the flat, wide Bengaluru way, and the signature Ghee Podi Mini Idlis arriving in a pool of coconut gatti chutney, tomato chutney, and sambar. The Tindi Terminal reaches further into the regional map. Mangaluru Buns, pillowy and subtly sweet, arrive with veg khorma and coconut chutney. Goli Baje, the beloved Coastal fritters, come with neer chutney. Khara Pongal is paired with raitha, red coconut chutney, and sandige. Paniyaram, Shavige Bhaat, and Khara Bhaat round out a section that reads like a tour of Karnataka's breakfast culture.

Desserts carry the same regional conviction. Obbattu, the ghee-drenched puran poli of Karnataka, is served with badam milk. Ada Pradhaman and Pineapple Bhaat are topped with shredded badam. Mysore Pak and Wheat Halwa made with palm jaggery complete a dessert section that feels like the final chapter of a meal at someone's grandmother's home.

  On the beverages front, the Filter Kaapi anchors everything, available hot, iced, as a milkshake, and in the now-famous Filter Coffee Softy. Alongside it sit softy flavours including Salted Caramel with Cookie, Tender Coconut, and Guava Chilly, as well as fresh juices, Masala Majjige, and Tender Coconut Juice, a beverage menu that is as thoughtful as everything else on the table.

At a time when Mumbai diners are chasing authenticity, regionality, and the kind of comfort that feels genuinely earned, Namah couldn't have arrived at a better moment. This is South Indian dining not as a passing trend, but as a culture; a space where food, design, tradition, and emotion come together to recreate the feeling of being welcomed home.

Lords Hotels & Resorts launches Lords Inn Katra Near Vaishno Devi Shrine

Lords Hotels & Resorts has announced the launch of Lords Inn Katra, further strengthening the group’s presence across India’s prominent spiritual destinations. Strategically located near the revered Vaishno Devi shrine, the hotel offers convenient access for pilgrims as well as leisure travellers.

Located in the heart of Katra, the hotel is designed to provide guests with a comfortable and enriching stay experience while reflecting the spiritual essence of the destination. The property features 45 well-appointed rooms, modern amenities, and thoughtfully curated hospitality services catering to both devotional and family travellers.

Commenting on the launch, Pushpendra Bansal, COO, said, “Katra, one of India’s most prominent spiritual destinations, attracts millions of devotees and travellers every year. With Lords Inn Katra, we are pleased to strengthen our presence in the region and offer guests a comfortable stay experience backed by Lords’ signature hospitality and service standards. We thank our partners for their trust and look forward to welcoming travellers to the heart of Katra.”

Speaking on the development, Vikas Suri, Vice President – Lords Hotels & Resorts, said, “Spiritual tourism in India continues to witness strong and sustained growth, and Katra remains a key destination within this segment. Lords Inn Katra reflects our strategic focus on expanding across high-potential pilgrimage and leisure markets while delivering warm hospitality and enriching guest experiences.”

Kumar Roushan, Senior GM – Development & Pre-opening, added, “The launch of Lords Inn Katra marks another important milestone in strengthening our footprint in Jammu & Kashmir. We see significant growth potential in the region and remain committed to expanding our presence while creating quality hospitality experiences for travellers visiting these destinations.”

The hotel will feature dining options and guest facilities designed to offer comfort, convenience, and relaxation during the stay. The development is expected to address the growing demand for quality hospitality infrastructure in the region.

Katra continues to attract millions of devotees and tourists each year due to its religious significance and strong tourism connectivity, making it an important addition to the Lords Hotels & Resorts portfolio.

Four Seasons Hotel Riyadh Unveils a Kingdom Centre-Inspired High Tea Experience at Obaya Lounge

Four Seasons Hotel Riyadh at Kingdom Centre has introduced an elevated High Tea experience at Obaya Lounge, featuring a bespoke stand inspired by the iconic silhouette of the Kingdom Centre tower. Paying homage to one of Riyadh’s most recognizable landmarks, the design brings a new distinctive visual identity to the hotel’s signature High Tea offering.

Inspired by the architectural elegance of the Kingdom Centre tower, the custom-designed stand seamlessly blends storytelling, creativity, and refined hospitality – celebrating a defining icon of the city, while elevating the guest experience with a striking and memorable centrepiece.

Complementing the launch of the new stand, Obaya Lounge will also introduce its seasonal Summer High Tea experience, available daily starting from June until the end of August 2026. Inspired by the fresh flavours and vibrant colours of the summer, the menu features a selection of refined savouries, seasonal desserts, and refreshing tea blends thoughtfully curated for the warmer season.

• Savoury bites: Guests can enjoy a refined selection of savoury bites including an open cheese eclair, herb chicken finger pretzel, tomato and mozzarella lollipop, and a cucumber blossom sandwich.

• Signature sweets: The experience is further elevated with an assortment of signature sweet creations including milk scones with strawberry jam and cream cheese, mochi with blueberry ice cream, English breakfast Muhallabia with compressed watermelon, Warbat orange and pistachio cream, Cassis Yuzu flower, as well as date-citron and apricot.

• Curated tea selection: Complementing the offering is a curated tea selection featuring refreshing flavours such as peach and pear, rush hour berry and apple elderflower.

Hyatt Hotels Corporation Investor Day Highlights Strategy Driven by Premium Position and Differentiation at Scale

CHICAGO, IL – May , 2026 – Hyatt Hotels Corporation (the “Company”) (NYSE: H) today will highlight its strategy and illustrative financial outlook at its 2026 Investor Day, outlining the Company’s competitive advantages and how they position Hyatt to deliver durable long-term value to colleagues, guests, owners, and shareholders.

“For nearly 70 years, Hyatt has made bold moves, set new standards, and redefined norms,” said Mark Hoplamazian, Chairman, President and Chief Executive Officer of Hyatt. “Today, Hyatt’s differentiated premium positioning is stronger than ever. As we continue to elevate our brands, talent, and technology, we believe Hyatt is uniquely positioned to win by being the most responsive, innovative, and highest-performing hospitality company.”

Key themes include:

• Differentiation at Scale: Hyatt’s global portfolio of premium brands positions the company to serve high-end travelers in each brand segment across a wide range of stay occasions 

• Elevating Our Brands: Hyatt’s insights-led, brand-focused organization drives performance, enabled by talent and powered by technology

• Expanding Our Differentiated Footprint: Hyatt is well represented in key global markets, with significant pipeline and substantial opportunity for further expansion

• Delivering Sustainable Long-Term Value for Shareholders: Hyatt’s asset-light model and global brand footprint support consistent, capital-efficient growth and long-term value creation

Illustrative Financial Outlook 

“Hyatt’s competitive advantages have positioned the Company to continue the industry-leading RevPAR growth experienced over the past five years, industry-leading net rooms growth, and compounding fee growth,” said Joan Bottarini, Chief Financial Officer of Hyatt. “We believe our compelling growth strategy paves a clear path for consistent compounding free cash flow growth and significant shareholder value creation well into the future.”

The Company reaffirms its 2026 fiscal year financial outlook previously provided on April 30, 2026, and introduces its illustrative financial outlook through 2028, along with three-year compounded annual growth rates (“CAGRs”) from 2025 to 2028 for certain key metrics:

 Illustrative

2028 Outlook

 2025

 2025-2028

CAGR

System-wide Hotels RevPAR Growth

 2.0% to 4.0%

Net Rooms Growth

  6.0% to 8.0%

(in millions)

 Net income (loss) attributable to Hyatt Hotels Corporation

 $490 - $635

  $(52)

  Gross Fees

 $1,545 - $1,710

 $1,198

 9% to 13%

Adjusted EBITDA (a)

 $1,400 - $1,585

 $1,025

 11% to 16%

Adjusted Free Cash Flow (b)

 $775 - $875

 $527

 14% to 18%

 (a) Reflects a reduction of $78 million in 2025 owned and leased segment Adjusted EBITDA to account for period of ownership of hotels acquired as part of the Playa Hotels Acquisition and the impact of assets sold in 2025. During the three months ended March 31, 2026, the Company revised its definition of Adjusted EBITDA to no longer include pro rata share of unconsolidated hospitality owned and leased ventures’ Adjusted EBITDA and recast prior-period results to provide comparability.

(b) Reflects Capital Expenditures and Adjusted Free Cash Flow for year ended December 31, 2025 for Hyatt (ex-Playa).

No disposition or acquisition activity beyond what has been completed as of the date of this release has been included in the illustrative financial outlook through 2028. The Company’s long-term outlook is based on a number of assumptions that are subject to change and many of which are outside the control of the Company. If actual results vary from these assumptions, the Company’s expectations may change. There can be no assurance that the Company will achieve these results.

The Company also announced a $1 billion increase to Hyatt’s share repurchase authorization, resulting in a total repurchase authorization of approximately $1.5 billion.