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HSMAI Europe is proud to announce the formal launch of its UK Advisory Board , appointing Keith Butler, Sales Director, Radisson Hotel Group, UK & Ireland, as Chair . Keith will serve in this role for a two-year term. Joining Keith on the Board are: Chaitanya “Chati” Soni, Senior Multi Hotel Revenue Manager - Accor Europe & North Africa Peter Heath, Founder - Venue Performance The UK Advisory Board has been established to strengthen the HSMAI Europe community in the UK market by listening closely to what is happening on the ground, identifying emerging challenges and opportunities, and bringing those insights back into the wider HSMAI Europe community. This is an important step in further building a connected and inclusive professional community where hospitality leaders and future talent can learn from one another, support one another, and grow together. As part of our member community, the Board will play an important role in helping shape local initiatives, roundtables, networking opportunities, and market-specific activities that bring together professionals from across the hospitality industry in the UK. A key ambition is to ensure the Board reflects the breadth of today’s hospitality ecosystem, with representation across disciplines including sales, marketing, revenue, operations, general management, HR, finance, and broader commercial leadership. This cross-functional approach supports HSMAI Europe’s mission of strengthening collaboration, sharing market insight, and creating a stronger professional community across the sector. I’m truly honoured to chair HSMAI Europe’s UK Advisory Board. Our ambition is to help strengthen the hospitality community across the UK by bringing leaders together to share insight, address real-world challenges, and help shape what comes next for our sector. The Board will represent a broad range of disciplines and experience, reflecting how hospitality businesses operate today. Through thoughtful dialogue, roundtables, and relevant local initiatives, we want to strengthen collaboration, support future talent, and continue building a community where people can develop meaningful, long-term careers Keith Butler, Chair, UK Advisory Board The UK is one of the most dynamic hospitality markets in Europe, and we are delighted to welcome Keith as Chair, alongside Chati and Peter as initial members of the Advisory Board. Their combined expertise and leadership will help strengthen our community in the UK, deepen local engagement, and ensure HSMAI Europe remains the go-to platform for insight, leadership, and professional growth Ingunn Hofseth, President & CEO, HSMAI Region Europe Call for Nominations – HSMAI Europe UK Advisory Board As part of the launch, we warmly invite nominations from HSMAI Europe member companies across the UK hospitality community . Nominations must come from one of our member companies, and we encourage organisations to put forward colleagues from a broad range of disciplines — including sales, marketing, revenue, operations, HR, finance, general management, and wider commercial leadership. We are especially keen to reflect diversity of background, seniority, and experience, bringing together both established leaders and emerging voices who can contribute fresh perspectives. Together, the Board will help strengthen the UK hospitality community, support local initiatives, provide market insight, and champion

Veriu Group has today unveiled its new brand identity, LiveStay, marking the next phase in the evolution of one of Australia’s leading living sector platforms. LiveStay brings together the organisation’s established portfolio of Living Sector brands—Veriu Hotels & Suites, Punthill Apartment Hotels and UKO a third-party operator of Co-living & Build-to-Rent Properties —under a unified identity that reflects its expanded capabilities across short, medium and long-term living. With more than 30 years of experience in the Australian market, LiveStay has grown into a diversified platform operating across apartment hotels, serviced apartments and multifamily living, with a national footprint spanning key metropolitan markets. CEO Zed Sanjana said that the formation of LiveStay reflects both the scale the business has reached and the way the living sector itself is evolving. “This isn’t a new business – it’s the natural evolution of what we’ve been building over many years,” Sanjana said. “LiveStay better reflects who we are today: a fully integrated platform operating across the entire living spectrum.” From apartment hotels catering to corporate and leisure travellers, through to co-living and residential communities, LiveStay offers a diversified and scalable model designed to suit a wide range of development and asset needs. “The lines between hotels, serviced apartments and residential living have been blurring for some time,” Sanjana said. “What LiveStay represents is our ability to operate seamlessly across those categories and deliver the right solution for each asset.” The LiveStay platform has been developed to respond to growing demand for more flexible, tailored accommodation and living solutions across hotels, co-living, apartment living and build-to-rent. By partnering with owners and developers from the earliest stages, the business identifies the optimal operating model for each property – maximising long-term performance while enhancing both guest and resident experience. LiveStay brings proven capability across planning, operations, revenue management and asset optimisation. Its established systems, national scale and deep market expertise enable it to successfully operate complex and non-standard assets – always with a focus on long-term value rather than short-term yield. The platform is also underpinned by long-standing partnerships with leading Australian developers and asset owners, alongside contracted accommodation relationships with more than 2,500 businesses nationwide – many built over years of repeat engagement. “ “We’ve built strong, long-term relationships across the market, and that’s a big part of our success,” Sanjana said. “Our partners know we can deliver consistent performance and adapt to different asset types and market conditions.” Australia’s first dual brand development combining co-living with an apartment hotel; signals next phase of growth As part of this next phase of growth, LiveStay has announced its first dual-brand development, Veriu Adelaide on Wakefield – Australia’s first integrated tower combining an apartment hotel with co-living – bringing together short- medium- and long-term living within a single asset. The project’s official sod-turning ceremony was attended by Dr Jane Lomax-Smith AM, Adelaide’s Lord Mayor, The Hon. Nick Champion MP, South Australian Minister for Planning, Housing and Urban Development and Housing Infrastructure, Group Founder Rhys Williams , Group CEO

Indianapolis, IN - Ivy Hospitality today announced the completion of comprehensive renovations at two adjacent Marriott-branded properties near Indianapolis International Airport: the 96-suite Residence Inn by Marriott Indianapolis Airport, located at 5224 W. Southern Avenue, and the 86-room Fairfield Inn & Suites by Marriott Indianapolis Airport, located at 5220 W. Southern Avenue. Completed by Northco Construction Management, the projects introduce each brand’s latest prototype design to the Indianapolis Airport market. Each hotel operates as a Marriott franchise, and is managed by Ivy Hospitality of Indianapolis, Indiana. The hotels offer convenient access to Indianapolis International Airport, key business corridors including Fortune Circle, Park Fletcher, and AmeriPlex Business Parks, and the Indiana Convention Center, as well as premier attractions such as Lucas Oil Stadium, Gainbridge Fieldhouse, and the Indianapolis Motor Speedway. Completing these renovations marks a significant milestone for Ivy Hospitality and for the travelers we serve in this market. Working with Northco Construction Management, we’ve brought two of Marriott’s freshest brand experiences to the Indianapolis Airport market—giving every type of traveler a home here Carrington Townsend, Dual General Manager of the Residence Inn and Fairfield Inn & Suites by Marriott Indianapolis Airport Residence Inn by Marriott Indianapolis Airport The renovated Residence Inn introduces the brand’s “Home Plus” design, featuring 96 all-suite accommodations with studio, one-bedroom, and two-bedroom configurations. Each suite offers separate living, working, and sleeping areas, a fully equipped kitchen, and ergonomic workspace. The design emphasizes natural materials and light-filled spaces, complemented by amenities including a complimentary hot breakfast, a 24-hour market, fitness center, outdoor fire pit, and 479 square feet of meeting space. The property is pet friendly. This newly renovated hotel delivers a seamless blend of comfort and functionality, empowering guests to feel at home while on the road Diane Mayer, Vice President and Global Brand Manager, Residence Inn Fairfield Inn & Suites by Marriott Indianapolis Airport The 86-room Fairfield Inn & Suites debuts the brand’s reimagined design with meaningful nods to its Fairfield Farm heritage—including a communal farmhouse table, curated farm photography, and a dedicated heritage wall. Guestrooms balance comfort and productivity with modern lounge chairs, ergonomic workstations, and in-room appliances. On-site amenities include an indoor pool, fitness center, valet laundry, and complimentary hot breakfast. The Fairfield Inn & Suites Indianapolis Airport is a standout example of the brand’s contemporary evolution Janis Milham, Senior Vice President and Global Brand Leader, Classic Select Brands

With 85% of travelers saying that more sustainable travel is important or very important to them, older generations demonstrate greater commitment to specific, more sustainable behaviors than their younger counterparts. 74% of travelers consider the risk of extreme weather both when choosing destination and timing of trips, and almost a third of travelers globally (31%) reported having to cancel or change trip plans as a result of it. 43% plan to avoid crowds, 42% plan to travel out of season and 25% plan to visit cooler destinations. In 2025, travelers booked more than 100 million room nights on Booking.com at accommodation partners with a third-party sustainability certification. AMSTERDAM - Booking.com released its 11th annual research report into consumer attitudes and understanding of the social and environmental impact of travel. With insights from 32,500 travelers across 35 markets globally, this year’s research highlights a generational paradox. While 85% of travelers at all ages say that more sustainable travel is important or very important to them - younger generations express stronger sustainability intentions but take fewer practical actions - whereas older generations demonstrate greater commitment through concrete behaviors. Although less than half (47%) of the Boomer survey respondents (61+), say they want to travel more sustainably in the coming 12 months, compared to 60% of Gen Xers (45-60), 71% of Millennials (29-44) and 75% of Gen Z (18-28), research shows that perhaps their actions speak louder than words. Because when it comes to the practical steps travelers are taking to be more sustainable, it seems older generations are more action oriented than younger ones: Of those who intend to travel more sustainably over the next year, two thirds of Boomers (67%) say they will reduce general waste when travelling compared to 56% of Gen X, 52% of Millennials and less than half of Gen Z (48%). 60% of Boomers intend to reduce energy consumption (such as turning off air conditioning and lights in their room when they aren’t there), compared to 51% of Gen X, 46% of Millennials and 42% of Gen Z. 59% of Boomers say they will shop more at local, independent stores on their trips compared to 50% of Gen X, 44% of Millennials, and 42% of Gen Z. And perhaps, unsurprisingly, older generations were much more likely to report plans to travel outside of peak season: Boomers (63%), Gen X (48%), Millennials (41%) and Gen Z (36%). That said, there are some areas where younger generations lead on more sustainable behaviors, particularly when it comes to learning about local cultures, indigenous communities or the conservation of wildlife: Nearly a third of Gen Z (31%) and Millennials (29%) had participated in a tour or activity where they learned about or interacted with local indigenous people or cultures, compared to 23% of Gen X and 18% of Boomers in the last twelve months. And almost a quarter of Gen Z (24%) and Millennials (23%) had participated in a tour or activity that contributed to the health or conservation of the

The hospitality industry continues to grapple with a familiar question: what is the right balance between technology and human interaction? Digitalization is often framed as a force of substitution: automating service, reducing labor dependency, and reshaping guest touchpoints. At the same time, human connection is positioned as a vulnerable asset, something that must be preserved as technology advances. This narrative, while widespread, is increasingly unhelpful. It suggests a trade-off where none inherently exists. In reality, digital and human elements are not competing forces, but interdependent components of a well-designed guest experience. The more relevant challenge for operators today is not deciding between the two, but understanding how to integrate them deliberately and effectively. Challenging the Efficiency vs. Experience Paradigm A common industry assumption positions digital tools as drivers of efficiency, consistency, and scalability, while human interaction is seen as the source of emotional engagement, personalization, and brand differentiation. This dichotomy has shaped many transformation strategies—but it oversimplifies how guests actually experience service. Technology is not inherently impersonal. Poorly designed systems—those lacking flexibility, continuity, or intuitive interfaces—are often the real source of guest frustration. Conversely, human interaction does not automatically create value. When interactions are poorly timed, overly scripted, or operationally driven, they can feel intrusive rather than meaningful. The implication is clear: neither digital nor human touchpoints are inherently effective. Their value depends entirely on how they are designed and deployed. From Fragmentation to Experience Design In many hospitality environments, digital adoption has been incremental rather than strategic. Solutions are often implemented in response to immediate operational pressures—cost control, labor shortages, or vendor availability—rather than as part of a cohesive experience vision. This has led to a fragmented service model. Digital systems manage routine transactions, while employees intervene primarily when exceptions occur. As a result, staff are often positioned reactively, focusing on problem resolution rather than proactive engagement. For guests, this creates an experience that is efficient but disconnected. Digital interactions lack continuity, and human encounters are frequently associated with friction rather than relationship-building. For employees, the dynamic concentrates emotional labor into fewer, more intense moments, while reducing opportunities for positive, everyday interactions. Importantly, this is not a technological inevitability, it is a design outcome. Leveraging Complementary Strengths Digital and human capabilities operate differently, and it is precisely this difference that creates opportunity. Digital systems are highly effective at: Managing complexity at scale Standardizing predictable processes Providing fast and consistent access to information Retaining and recalling guest preferences across interactions Human interaction, by contrast, excels at: Interpreting nuance, emotion, and ambiguity Exercising judgment in dynamic situations Providing reassurance and building trust Creating a sense of recognition and individualized care The strategic question, therefore, is not task allocation, but orchestration: how can technology enable more relevant, timely, and meaningful human engagement? For example, digital check-in does not need to eliminate the role of the host. Instead, it can remove transactional friction, allowing staff to engage more naturally, welcoming guests in shared spaces, offering tailored recommendations, or simply being present when needed.

Covivio acquires four hotels in Milan from Invest Hospitality French real estate investor Covivio , through its subsidiary Covivio Hotels , has acquired a portfolio of four , 4-star hotels (c. 900 rooms) in Milan , Italy , through a sale and leaseback transaction from Italian owner-operator Invest Hospitality , for €217 million (c. €241,000 per room). All properties have recently been fully renovated and are situated in the Scalo Farini area, in Bicocca, in Corso Buenos Aires, and in Piazzale Loreto. The 21-year leases provide a guaranteed minimum rent of 6% plus a revenue-linked variable component that is expected to increase the yield to about 7%. MCR Property Group acquires four boutique hotels in London British, Manchester-based real estate investment company MCR Property Group has acquired a portfolio of four hotels (87 rooms) in London , UK , for £123 million (£1.4 million per room). The portfolio includes the four-star, 38-room Ashburn Hotel , the four-star, 19-room Ashburn Court Apartments , the five-star, 16-room Claverley Court and the 14-room Chesham Court . All properties are located in Kensington & Chelsea and will undergo extensive refurbishment to reposition them under a new independent lifestyle collection brand. The combined acquisition and renovation investment is expected to total £150 million. These assets represent the first phase of MCR’s strategy to build a platform, with plans to expand through additional hotel acquisitions across the UK. Batipart acquires Pullman Paris Tour Eiffel from Morgan Stanley and QuinSpark Luxembourg-based investment firm Batipart Europe , on behalf of a consortium of investors, has acquired the four-star, 435-room Pullman Paris Tour Eiffel in France from American investment bank Morgan Stanley and French owner-operator QuinSpark Investment Partners . The hotel, which opened in 1966, is located on the doorstep of the Eiffel Tower, some 200 metres from the Champs de Mars on which the landmark sits. It is the closest hotel to the Eiffel Tower and includes a restaurant, bar and 24 meeting rooms. QuinSpark will continue operating the hotel. Morgan Stanley and QuinSpark originally acquired the hotel in March 2024 for €330 million (€767,000 per room). HIP acquires Phaea Cretan Malia in Crete, Greece, from Phaea Spanish hospitality company Hotel Investment Partners ( HIP ), majority owned by American private equity firm Blackstone along with Singaporean sovereign wealth fund GIC , has acquired the five-star, 204-room Phaea Cretan Malia in Crete , Greece , from Greek owner-operator Phaea . The property is situated in the island’s northern town of Malia by the beach. The hotel is part of Marriott’s Design Hotels network and includes four restaurants, four bars, two outdoor swimming pools and a spa. HIP plans to invest €7 million (€34,300 per room) in the property to renovate the rooms and public areas, and reposition the hotel. Silken Hotels acquires Hotel Silken Platja d'Aro in Spain from TQ-MR Family Spanish owner-operator Silken Hotels has acquired the four-star, 111-room Hotel Silken Platja d'Aro in Spain from Spanish real estate investment company TQ-MR Family . The property is

The Lind Hotels is expanding beyond Boracay, with Coron set to open next year and Siargao to follow. The move marks a clear next phase for the independent Filipino brand, as it evolves from a single standout property into a carefully curated, multi-island portfolio shaped by a guest-first and adaptive approach. The Lind Boracay, set on the prime stretch of Station 1 White Beach on the Philippines’ most famous paradise island, has long been the foundation of the brand. The reputation of the property, which was the first MICHELIN Guide-listed hotel on Boracay, has been built not only on location, but on a way of thinking that places the guest at the centre of every decision. Indeed, the MICHELIN Guide recognition remains a meaningful milestone that continues to shape its positioning today. Rather than following the rigid frameworks of international operators, the hotel was conceived as a place its founders would want to stay in themselves—personal, considered, and constantly evolving. That mindset has translated into strong guest loyalty and steady growth, with repeat visitors forming a core part of the property’s success. Over the years, the hotel has continued to evolve in response to guest feedback, from introducing new dining concepts such as authentic Thai venue Yim to refining wellness and leisure offerings across the property. “The question we always ask ourselves is simple: if we were the guest, what would we enjoy?” says Pierre Henrichs, COO of The Lind Hotels. “That mindset has guided everything we’ve built, and it continues to shape how we grow.” The Lind Coron marks the first step in this next chapter. Slated to open next year, the new property will introduce a more personalized, villa-led experience, set on a peninsula that offers a sense of seclusion while remaining connected to the mainland. Designed to feel distinct from Boracay’s lifestyle-driven energy, the development will feature multiple restaurants, a dive centre, and a broader mix of recreational and wellness facilities. The Lind Siargao, meanwhile, reflects a similar strategic approach: identifying destinations with strong appeal but limited high-quality supply. Often referred to as the surf capital of The Philippines, the teardrop-shaped island in Mindanao Province is one of the nation’s most idyllic hideaways. With few comparable properties currently operating on the island, the project represents an opportunity for The Lind Hotels to establish an early foothold in a fast-evolving market. For the brand, expansion is not about scale for its own sake. Each location is selected for its long-term potential and its ability to support a distinct interpretation of the Lind experience. We chose to remain independent because it allows us to move quickly, adapt, and build something that truly reflects who we are,” says Henrichs. “We are not trying to grow everywhere at once. We want to do it properly, step by step. That independence has become a defining strength. Without the constraints of a global management structure, The Lind has been able to respond to changing guest expectations, refine its offering in real time, and

Watch Cooking with Chris , a new video series featuring Hilton President & CEO Chris Nassetta as he embarks on a global culinary journey that blends travel, culture, and connection while highlighting the people and traditions shaping unforgettable dining experiences around the world. Explore authentic Moroccan cuisine as Nassetta travels to Rabat to learn the art of making one of Morocco’s most iconic dishes, traditional chicken tagine. Discover the story behind tagine, a centuries-old slow-cooking method rooted in Moroccan culture, brought to life by Chef Adil Limi at Conrad Rabat Arzana through local ingredients, techniques, and chef expertise. Food brings people together. Every delicious dish tells its own story as it bridges cultures and speaks to time-honored traditions. For lovers of travel, biting into the authentic dishes of a region is often a top priority. Sharing in this passion for cultural culinary creations is Chris Nassetta, president & CEO, Hilton. In Cooking with Chris , a new global video series, Chris meets the talented chefs behind some of Hilton’s most memorable dining experiences around the world. This culinary journey blends travel, culture, and connection, and along the way, he trades stories, techniques, and a genuine love of cooking as he learns to prepare a signature local dish at each destination. The series begins in Morocco, where Chris finds himself at Conrad Rabat Arzana. Here, he rolls up his sleeves alongside Executive Sous Chef Adil Limi to take on a dish steeped in history: traditional chicken tagine. Dating back more than 2,000 years, tagine is both a recipe and a method of slow cooking in a clay pot designed to capture and intensify flavor using only the natural juices of its ingredients. It’s a dish born of necessity, perfected over generations, and deeply rooted in Moroccan culture. Watch as the two cook side by side and share stories of their own family traditions. The result is a beautifully made dish where preserved lemons and Taliouine saffron offer a balance between citrusy brightness and rich Moroccan spices in a fragrant, silky sauce, all crafted with care and served with a side of laughter. Wanting to experience a tagine for yourself? Bring a taste of Morocco into your own home using the recipe below. Free-range Chicken Tagine with Preserved Lemon & Taliouine Saffron Serves 4 Ingredients 1 free-range chicken (1.2–1.5 kg), cut into pieces 2 large onions, thinly sliced 1 small bunch of fresh parsley 80 ml olive oil 1/2 teaspoon turmeric Salt and pepper 200 ml water 2 preserved lemons 3 garlic cloves 1 small bunch of fresh coriander (cilantro) 1/2 teaspoon ground ginger A pinch of Taliouine saffron A handful of green olives (optional) Directions In a large bowl, mix the olive oil, crushed garlic, ground ginger, turmeric, saffron (infused in a little warm water), salt and pepper. Add the chicken and coat it thoroughly with the mixture. If possible, let it marinate for 30 minutes. In a tagine or casserole, place the sliced onions at the bottom. Add the chicken