Categorizing…

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

NEW DELHI, India - Hilton (NYSE: HLT) and Olive Hospitality today announced the signing of their first 10 Spark by Hilton hotels in India, marking a significant milestone in the brand’s India mid-market growth journey. The signings advance the strategic agreement signed in 2024 to sign and open 150 Spark by Hilton franchised hotels across the country. Set to open across key business and leisure corridors including Bengaluru, Goa, Jaipur, Nashik, Mathura, Pune, Rajkot and Hyderabad, the expansion reflects Hilton’s strategy to deepen its presence beyond metros into the country’s next wave of growth cities, where rising mobility, infrastructure investment and expanding commercial hubs are driving sustained demand for reliable, branded accommodation at accessible price points. These signings demonstrate our belief in India’s hugely untapped mid-market segment and allow us a great opportunity to bring a wider network of new owners and guests into the Hilton ecosystem. We are targeting a mix of metro and non-metro locations to debut these hotels that will provide a new level of hospitality to India’s emerging domestic traveler Clarence Tan, senior vice president, development, Asia Pacific, Hilton Spark by Hilton hotels in India will be characterized by thoughtful simplicity and reliable service. The public spaces will feature multi-functional seating from communal tables to rocking chairs, offering plenty of options for guests to enjoy breakfast, socialize or work throughout the day. Spark by Hilton will add value to the guest experience by offering a complimentary breakfast featuring local items so guests can fuel up before hitting the road. The brand will also offer a 24-hour retail market for on-the-go travelers. Spark by Hilton was created to bring the hallmark reliability of Hilton to a new generation of travelers who value quality, comfort and consistency at an accessible price point. As the brand takes root in India, our focus is on delivering the core Spark experience of thoughtful simplicity and elevated essentials, while adapting meaningfully to local preferences Andrew Ling, regional head, focused service and all-suites brands, Asia Pacific, Hilton What makes India unique is the diversity of its markets, and the need for a model that can scale across them without losing consistency. Crossing 10 signings is an important milestone and sets the tone for the pace of growth we are building together. With these first signings, we are building a pipeline designed for speed, reliability and long-term owner value. Our approach is centred on enabling efficient conversions, allowing owners to enter the branded ecosystem seamlessly while delivering a high-quality experience for guests from day one Kahraman Yigit, Co-founder & CEO, Olive Hospitality These signings reinforce Hilton’s growing momentum in India’s midscale segment. [KL1] [AV2] The partnership with Olive Hospitality builds on Hilton’s broader expansion, including strategic agreements with NILE Hospitality for 75 Hampton by Hilton hotels and Royal Orchid Hotels for a further 125 Hampton hotels . Together, these agreements and Hilton’s existing pipeline put the company on track to exceed 400 trading hotels in India in the coming years. Spark by Hilton hotels

In a recent podcast, “The Future Will Be AI-Driven. So What Really Matters?” , techno-philosopher Simone Porto revisits the “Lobby Boy” from The Grand Budapest Hotel — an ever-present yet invisible figure anticipating every guest’s need. As AI takes hold across hospitality, the role evolves. By 2031, we will introduce the HXO — Experience Orchestrator : a human layer designed to restore what automation removes. While AI drives efficiency, the HXO delivers nuance, emotion, and meaning — the personality behind the property. In a frictionless world, presence becomes the differentiator. The Lobby Boy didn’t disappear. He evolved.

Berlin, Germany - The International Society of Hospitality Consultants (ISHC) in partnership with the International Hospitality Investment Forum (IHIF EMEA) presented the prestigious ISHC Young Leader Award to Ina Plunien, Senior Vice President - Hospitality, Cain (previously Cedar Capital Partners Limited). Ina has quickly distinguished herself as one of the hospitality industry’s most dynamic emerging leaders through her exceptional performance, breadth of expertise, commitment to mentorship, and significant contributions across deal sourcing, acquisitions, asset management, and successful disposals. Ina’s unique ability to lead across the full lifecycle of hospitality investments, from initial underwriting through repositioning and refinancing, sets her apart. Beyond her technical excellence, she is widely recognized for her integrity, collaborative approach, and dedication to developing future talent, actively mentoring junior team members and contributing to their career progression. A respected industry voice, Ina is also an active speaker and engaged member of key organizations, further underscoring her impact and leadership within the global hospitality community. Receiving this recognition is a real honor. While hard work, dedication, and care for both your work and the people around you are essential, opportunities like this don’t happen unless someone notices, supports you, and goes the extra mile to advocate for you. I am incredibly grateful to those who have done exactly that throughout my career, and who have been so generous with their time and trust. I hope this award can serve as a reminder to be the person we all needed when we were starting out – because those small actions make a meaningful difference. Ina Plunien, Senior Vice President Hospitality, Cain (previously Cedar Capital Partners Limited) Ina represents the very best of the next generation of hospitality leaders. Her ability to combine deep technical expertise with strong integrity, collaborative leadership, and a genuine commitment to developing others is truly exceptional. She is already making a meaningful impact on the industry, and we are proud to recognize her as a Young Leader who will help shape the future of hospitality ISHC’s CEO Andrea Belfanti We’re delighted to partner with ISHC in recognizing Ina Plunien, Senior Vice President, Cedar Capital Partners Limited as this year’s Young Leader Award at IHIF. Ina is the consummate example of what the Young Leader Award seeks to recognize and reward; intelligent, curious, creative and possesses both depth and breadth of expertise across the full lifecycle of hospitality investments. We look forward to seeing Ina excel for years to come Alexi Khajavi, Group President, Hospitality & Real Estate at Questex The Young Leader Award was established by ISHC and IHIF in 2009 to recognize and celebrate the excellence of young emerging leaders in the hospitality industry. Candidates must meet the following criteria and be nominated by someone they work with: Is 35 years of age or younger, born on or after 1 April 1990 Currently works for or directly within the hospitality sector (no vendors/industry suppliers) Is recognized by peers and industry members as an emerging leader for the hospitality industry Whose contributions are already making

AI can improve efficiency in travel, but rising costs are complicating the value equation.