Presently, SaltStayz has its presence in key business travel markets including New Delhi, Gurgaon, Noida, Faridabad and Chandigarh-Mohali. SaltStayz Autograph Rishikesh has been positioned towards guests looking at a high-quality stay combined with experiences and a deeper connection with the destination.

Strategically located in the heart of Rishikesh, the property enjoys proximity to key landmarks such as Triveni Ghat and Parmarth Niketan Ashram, providing access to key spiritual and cultural landmarks in the destination. The hotel’s location also allows for easy access to major touch-points including Ram Jhula & Lakshman Jhula while still offering a sense of calm and retreat.

SaltStayz Autograph Rishikesh has also been positioned with a focus on wellness-led experiences. Given its proximity to key spiritual and leisure points in Rishikesh, the property provides access to activities such as yoga sessions, guided spiritual walks and self-exploratory bicycle tours to enable guests to discover the surrounding areas. Dedicated spaces for meditation have been incorporated as part of the overall design. The property also includes an all-day dining restaurant, featuring the first of its kind – pure vegetarian Moti Mahal restaurant.

Gaurav Gupta, Co-Founder, SaltStayz said, “Rishikesh is witnessing a clear shift towards wellness-led travel with guests increasingly seeking more immersive and experience-driven stays. While SaltStayz has traditionally operated within the business travel segment, we have been observing consistent demand from our existing customer base for similar offerings in leisure destinations. The launch of our Autograph category in Rishikesh is a direct response to this shift, reflecting both evolving consumer preferences and our broader expansion strategy.”

With 38 keys, the property launch in Rishikesh marks the implementation of SaltStayz’s broader strategy of expanding into high-potential leisure destinations while offering thoughtfully designed stays at competitive pricing.

“In the post-pandemic period, demand for leisure and spiritual travel has increased significantly. Wellness has also emerged as a key factor influencing leisure travellers when choosing a destination,” added Gupta.

Alongside its Autograph brand, SaltStayz’s portfolio also includes the Select and Premier categories. The hospitality company is planning to expand into other parts of the country through its Autograph portfolio. Designed for modern travellers seeking more than just accommodation, Autograph hotels are set to play a central role in SaltStayz’s expansion strategy in the near future.

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Sustained Travel Intent amid Uncertainty

Despite a backdrop of uncertainty, summer travel remains a priority for many, with 77% of Indians confident about travelling in the next three months. Currently, nearly 9 in 10 Indians are planning or have already booked their Summer 2026 holiday. While about 38% are yet to book, they are actively looking, showing a sustained desire for travel despite ongoing fluctuations in the landscape.

Factors Shaping Complex Planning

Planning is becoming increasingly complex, shaped by several key considerations that reflect a more cautious approach to travel. Nearly half of travellers, or 48%, are now factoring in fluctuating flight prices, while 45% are weighing total travel costs more carefully to ensure overall trip value. Additionally, travel advisories are influencing decisions for 34% of travellers, and operational disruptions, such as airport closures, are impacting 32% of plans.

There are early signs of more informed planning, with 58% believing July offers cheaper flights compared to August, highlighting a growing awareness of when to travel for better value.

Dynamic Adaptability in Travel Choices

As travellers navigate these trade-offs, planning is becoming more dynamic than ever. Rather than locking in early, many are keeping an eye on price movements and exploring alternative destinations before committing. Neel Ghose, Travel and Destinations Expert at Skyscanner India, stated that Summer 2026 is shaping up to be one of the most intent-driven travel seasons seen in India, but noted that the way intent translates into action is changing. He observed that travellers are not stepping back but are instead adapting within constraints. Instead of cancelling, they are staying flexible on where they go, with many willing to switch destinations in response to changing costs and conditions.

Ghose further noted a clear shift in mindset from “where everyone is going” to “where else can I go,” signaling a more confident and value-aware traveller who is open to switching plans if it improves the overall experience.

Shift Toward Offbeat and Community Driven Travel

This shift is already visible in destination choices and travel patterns, as 81% of respondents are open to lesser-known destinations and 60% are actively seeking quieter, less crowded places. Furthermore, 9 in 10 say it is important that their holiday spend benefits local communities and small businesses. This signals a significant behavioural shift away from crowded hotspots toward more meaningful, offbeat, and community-driven experiences.

Zostel, a hostel network available on Skyscanner, is already seeing this shift in action. Aviral Gupta, CEO of Zostel and Zo World, said that offbeat destinations across their network grew 88% year-on-year, and a significant 60% of those guests were first-time travellers, many from Tier-2 and Tier-3 cities. He noted that smaller-town India is no longer just a backdrop for travel stories but is where the story begins.

Flexibility and Group Coordination Challenges

While travel intent remains strong, flexibility is reshaping how plans are executed. Although 58% of travellers have fixed travel dates due to work or school commitments, 30% are choosing to switch destinations rather than cancel trips, showing how adaptability is becoming central to travel planning.

However, planning group summer holidays remains a high-effort task. On average, Indians spend over 15 hours coordinating a group trip, with nearly half saying it is more stressful than major life events such as moving house or planning a wedding. The biggest challenge often lies in aligning preferences, budgets, and schedules, making group travel one of the most time-consuming parts of the journey.

Emotional Connectivity and the Rhythm of Travel

Beyond the logistics of planning, travel remains an emotional experience shaped by the moments and sounds that stay with travellers long after the trip ends. Complementing these insights, Skyscanner has curated a summer soundtrack in collaboration with musician and artist Mayur Jumani. Created from familiar sounds of travel, from planes taking off to security checks, luggage trolleys, and airport announcements, the campaign brings the rhythm of the journey itself to life. The campaign is set to launch on Skyscanner India’s official Instagram on 1st May.

Analysis of Cost-Effective Destinations

An analysis of flight bookings reveals several budget-friendly options for Indian travellers this summer. Kozhikode leads as the most affordable destination with an average seat price of Rs. 4,984.80, followed by Diu at Rs. 6,808.84 and Puducherry at Rs.11,435.28. Outside India, George Town in Malaysia stands out as a cost-effective international choice at Rs. 12,029.24. Other domestic locations providing competitive value include Jammu at Rs. 13,126.64 and Shillong at Rs.13,751.60. For those looking slightly further afield, Krabi in Thailand averages Rs.18,355.72, while Phnom Penh in Cambodia and Victoria in Seychelles are positioned at Rs. 24,599.12 and Rs. 46,836.04 respectively.

Most Popular Summer Destinations

In terms of overall popularity, Bangkok, Thailand, secures the top spot for Summer 2026, followed closely by Denpasar, Indonesia, and Singapore. The top five is rounded out by Kuala Lumpur, Malaysia, and Tokyo, Japan. Southeast Asia continues to dominate Indian travel preferences, with Phuket, Thailand, ranking sixth and Ho Chi Minh City, Vietnam, ranking seventh. Other frequently sought destinations include Colombo in Sri Lanka, Seoul in South Korea, and Kathmandu, Nepal, highlighting a strong interest in pan-Asian travel for the upcoming season.

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Anshita Detha, Assistant Director of Human Resources

Elevated from Human Resources Manager, Anshita brings 10 years of industry experience and a journey deeply intertwined with Hyatt itself. She first joined Hyatt Ahmedabad in 2016 as a Learning Coordinator, grew through her time at Park Hyatt Hyderabad, and returned to Hyatt Ahmedabad in 2023 as HR Manager. Her expanded role now centers on decisions that shape people, culture, and long-term growth across divisions. Guided by Respect and Integrity, she leads with a proactive approach that anticipates challenges before they arrive. “This elevation is a milestone that reflects both my growth and the trust Hyatt places in me to drive people strategy with greater impact,” she shares.

Naved Chaudhry, Cluster Revenue Manager, Hyatt Ahmedabad and Hyatt Regency Dharamshala

Elevated from Revenue Manager, Naved brings 14 years of industry experience and 3 years within the Hyatt family to his significantly expanded role. Now leading revenue strategy across both Hyatt Ahmedabad and Hyatt Regency Dharamshala, his mandate calls for broader strategic thinking, cross-property perspective, and the kind of leadership that balances numbers with people. Overseeing two distinct properties across two markets, he carries the responsibility of aligning revenue goals while staying true to the culture of care that defines both addresses. “This elevation is a reflection of consistent growth and trust earned over time,” he shares.

Shezad Nagori, Room Division Manager

Elevated from Front Office Manager, Shezad’s journey from Front Office Associate to Room Division Manager, across 15 years and three cities, is a quiet but powerful story of what patience and consistency can build. Having started at the front lines of hospitality, he brings a ground-level understanding of the guest experience to a leadership role where that perspective matters most. “Moving closer to where I’m meant to be,” he says of this milestone, with the calm certainty of someone who has earned every step.

“At Hyatt Ahmedabad, we don’t just fill positions. We build careers and we build people,” said Gaurav Chandna, General Manager, Hyatt Ahmedabad. “Anshita, Naved, and Shezad have each demonstrated what it means to lead with integrity and care. Their elevations are a natural progression and a reflection of the culture we work hard to protect every single day. Hyatt’s strength has always been its people, and these three are a proud example of that.”

Hyatt Ahmedabad congratulates all three leaders on their well-deserved elevations and looks forward to the meaningful impact they will bring in their new roles.

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With over two decades in hospitality, N. Vinaayak shares insights on navigating a fast-evolving market. He highlights the importance of balanced revenue strategies, digital transformation and data-driven decision-making, while emphasizing that true success lies in blending technology with human connection and strong team performance.

With over two decades in hospitality, what pivotal experiences have shaped your approach to sales and marketing leadership?

With over two decades in hospitality, my approach to sales and marketing leadership has been shaped by a mix of hands-on experience, market shifts and continuous learning. Key experiences such as handling diverse market segments, navigating challenging business cycles and leading high-performing teams have strengthened my ability to stay agile and solution-oriented. These moments reinforced the importance of being proactive, customer-centric and commercially driven.

These experiences have shaped me into a “turn around leader”.

In your current role at Holiday Inn New Delhi Mayur Vihar Noida, what are your key priorities when it comes to driving revenue growth and strengthening market positioning?

In my role at Holiday Inn New Delhi Mayur Vihar Noida, a key priority is optimizing the market mix to drive balanced and sustainable revenue growth. This means strategically managing segments like corporate, leisure and MICE to ensure we are not overly dependent on any one source and can perform well across seasons.

Building strong client relationships remains central to success—what strategies have you found most effective in nurturing long-term partnerships?

Building strong client relationships has always been at the core of sustainable success and in my experience, it comes down to a balance of hard work and smart thinking.

A major part of this success also comes from my team. My team is my strength – they bring diverse perspectives, collaborate seamlessly and ensure that every client interaction reflects our collective commitment to excellence. Strong internal alignment often translates into stronger external relationships.

The hospitality landscape is becoming increasingly competitive—how do you differentiate your property and create a compelling value proposition for today’s traveller?

In an increasingly competitive hospitality market, my approach to differentiating a property like Holiday Inn New Delhi Mayur Vihar Noida is rooted in creating clear and segment-led value. I focus on positioning the hotel as a smart choice for today’s hybrid traveller who expects convenience, comfort and efficiency in one seamless experience. Given its location and connectivity, I would position the property as a practical base for both business and leisure travel where guests can easily access East Delhi, Noida and central business districts while also enjoying a comfortable and productive stay environment.

At the same time, I would strengthen the hotel’s identity as a reliable MICE and social events destination by emphasizing flexibility, execution excellence and strong value. In a crowded market, clients are not just buying space, they are buying confidence in delivery so consistent service quality and seamless event management become key differentiators. Alongside this, I would build a stronger food and beverage narrative by creating engaging dining experiences, local culinary promotions and weekend offerings that attract not just in-house guests but also local residents, helping the hotel become more of a social hub than just a stay option.

From a marketing standpoint, I rely heavily on data-driven segmentation to ensure we are speaking differently to corporate clients, leisure travellers and event planners. By combining the trust of the IHG brand with localized insights and targeted demand generation, the goal is to position the hotel not just as a place to stay but as a dependable, experience-driven choice that consistently delivers value across different guest needs.

How do you see the role of sales and marketing evolving in the age of digital transformation and data-driven decision-making?

The role of sales and marketing in hospitality has evolved from being primarily relationship-driven and intuition-led to becoming a highly integrated, data-informed, and digitally enabled growth function. Earlier, success depended largely on personal relationships, corporate connections and static annual plans but today the focus has shifted to real-time decision-making driven by demand patterns, customer behaviour and market intelligence.

With digital transformation, marketing is no longer just about visibility or brand communication, it has become a performance-driven engine that directly influences revenue outcomes. Every campaign, channel and offer can now be measured, optimized and adjusted almost in real time which means speed of response and agility in strategy execution are critical. Sales teams too are increasingly expected to operate with a strong understanding of data using insights from CRM systems, channel performance and segmentation analytics to prioritize accounts and personalize engagement.

At the same time, the integration between sales and marketing has become much tighter. Instead of functioning as separate silos, both teams now need to work as a unified revenue organization where marketing drives qualified demand and sales converts it with precision and personalization. This alignment is especially important in a digital-first booking environment where customers have already done significant research before any direct interaction.

Overall, the role is evolving into that of a commercially strategic function that balances technology, data and human connection. While data provides direction and clarity, the human element of trust-building, negotiation and experience design still remains central especially in hospitality.

As a leader, how do you inspire your team to consistently deliver high performance while adapting to changing market dynamics?

As a leader, I focus on giving my team right direction, ownership and the right context so they understand both the ‘what’ and the ‘why’ behind targets. I keep the team aligned through regular performance reviews and open communication where we track not just numbers but also market trends and customer insights. This helps them stay proactive.

At the same time, I invest in continuous learning and skill development so the team is equipped to adapt to new digital tools and evolving guest behaviour. I also believe recognition plays a key role – celebrating both effort and results helps sustain motivation and a high-performance culture.

Looking ahead, what is your vision for the future of hospitality in India, and what advice would you offer to the next generation of industry professionals?

Looking ahead, I see the future of hospitality in India becoming more experience-led, digitally integrated and highly segmented. Growth will no longer come just from room demand, but from how well hotels create meaningful, localized experiences for increasingly discerning travellers. With rising domestic travel, stronger infrastructure and digital adoption, guests will expect seamless personalization, faster service delivery and stronger value alignment across price points.

At the same time, sustainability and wellness will become central to hospitality design and offerings. Hotels will need to function not just as places to stay, but as spaces to connect, celebrate and rejuvenate. Technology and data will play a major role in understanding guest behaviour but the real differentiator will still be how well teams translate those insights into memorable human experiences.

For the next generation of hospitality professionals, my advice would be to stay curious and adaptable. Build strong fundamentals in operations and service, but also invest time in understanding digital tools, revenue dynamics and data-driven decision-making. Most importantly, don’t view hospitality as just a job function – see it as a people-driven industry where emotional intelligence, consistency and ownership make the biggest long-term difference.

 

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Yatra Online Limited (Yatra), one of India’s leading online travel companies, today announced a major upgrade to its AI-powered travel assistant, DIYA, making it the world’s first AI assistant capable of planning and booking dynamic multi-city travel itineraries across destinations, cities, and countries in a single conversation. Available exclusively on Yatra’s consumers platforms across web, android & iOS, this upgrade marks a significant advancement in AI-led travel technology.

Unlike existing AI travel assistants that are limited to single-destination searches or require users to switch between multiple platforms to piece together a journey, DIYA enables end-to-end multi-city planning and booking within a single, continuous chat conversation. From intuitively understanding traveler intent to surfacing the best flight options and recommending hotels across destinations, DIYA goes a step further by creating ready-to-book packages and curating relevant local experiences.

Travellers can now simply describe their multi-city travel plans in natural language, e.g “Plan a 7-day trip covering Bali & Singapore for 2 people. I’ll start from Delhi on July 17.” and DIYA will instantly create a comprehensive, bookable itinerary that includes flights, hotel stays, & packages across cities, and curated activity recommendations, eliminating the need to navigate multiple tabs or manually build itineraries.

DIYA accommodates a range of journey structures: one-way trips across cities, return flights from same or a different destination, or full multi-country loops. It recommends hotels for each stop and suggests relevant experiences, reducing trip-planning time from hours or days to minutes.

This builds on DIYA’s existing capabilities as a generative AI-powered travel assistant that offers end-to-end trip planning, booking, and post-booking support across chat and voice in over 100 languages. Powered by advanced AI models including Google’s Gemini, DIYA leverages natural language processing, real-time integrations, and retrieval-augmented generation to deliver personalized, context-aware travel experiences.

Commenting on the development, Siddhartha Gupta, Chief Executive Officer, Yatra Online, said, “The gap in online travel has never really been about access to options. There are plenty of those. The real problem has always been the effort it takes to turn those options into an actual trip. Travellers were left to do all the hard work themselves – coordinating across platforms, second-guessing their choices, and spending weekends on planning instead of looking forward to the journey. With DIYA, we are taking a major step forward in closing that gap. From the first message to the final booking, DIYA holds the entire experience together- intelligently, conversationally, and in real time. That, for us, is what making travel truly intelligent looks like.”

“DIYA leverages the semantic intelligence of Large Language Models to deeply understand traveler intent and sentiment. It then applies advanced reasoning to craft highly personalized itineraries and dynamic travel packages-seamlessly identifying the best flights and hotels in real time. Users can continue to refine the package until it’s perfectly aligned with their needs,” adds Shakti Goel, Chief Architect and Data Scientist, Yatra Online

Since DIYA’s launch in August 2025, Yatra continues to expand its capabilities as a consumer-first AI travel assistant, moving closer to fully autonomous, end-to-end travel planning. By combining conversational intelligence with real-time execution across flights, hotels, and experiences, DIYA is redefining how travellers discover, plan, and book increasingly complex journeys in a faster, more intuitive way.

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With immediate effect, Nitu Samra has been appointed as Chief Executive Officer on  an interim basis, until the Board of Directors can conclude a formal selection process. 

Nitu has been serving as Chief Financial Officer of Noida International Airport since  October 2021 and has been closely involved in the airport’s development journey,  overseeing financial stewardship, governance, and strategic planning during a key  phase of the project.  

Christoph Schnellmann, who has led Noida International Airport as Chief Executive  Officer since August 2020, will join the airport’s Board of Directors as Executive Vice  Chairman. In this role, he will continue to support the project and its transition to  operations.  

Daniel Bircher, Chairman, Yamuna International Airport Private Limited, said: “Aer  the inauguration of Noida International Airport by the Hon’ble Prime Minister in March  2026, the goal was to enable the start of operations as early as possible. This  management change brings the airport into compliance with Bureau of Civil Aviation  Security requirements while maintaining continuity in the airport’s leadership team. The  newly structured team will support a smooth transition into operations, guided by clear  and transparent governance and a strong corporate culture.” 

Noida International Airport remains focused on delivering a modern aviation gateway  that will serve as a catalyst for regional economic growth

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Air India today announced a new interline partnership with WestJet, Canada’s leading leisure carrier, to boost connectivity between India and North America beyond Toronto and Vancouver.

The partnership enables single-ticket itineraries combining Air India and WestJet flights, offering smoother journeys, coordinated baggage handling, and simplified journeys for travellers.

Through this partnership, Air India guests travelling to Toronto or Vancouver can take onward connections on WestJet to 17 Canadian cities and 14 U.S. cities, namely:

• Canadian cities: Calgary, Edmonton, Montreal, Winnipeg, Halifax, Ottawa, Regina, Saskatoon, Kelowna, St. John’s, Prince George, Victoria, Fort St. John, Terrace, Cranbrook, Comox, Nanaimo
• U.S. cities: San Francisco, Los Angeles, Atlanta, Detroit, Orlando, Phoenix, Tampa, Nashville, Las Vegas, San Diego, Fort Lauderdale, Palm Springs, Santa Ana, Fort Myers.
• Halifax, Calgary and St. John’s are also accessible via Air India’s select European gateways at Amsterdam (Schiphol), Paris (Charles de Gaulle), London (Heathrow), and London (Gatwick).

Nipun Aggarwal, Chief Commercial Officer, Air India, said: “Canada continues to be a key market for Air India, driven by strong people‑to‑people ties and increasing trade between our nations. By partnering with WestJet, we are making travel across North America more accessible and effortless for our guests, with coordinated baggage handling, single‑ticket convenience, and a far wider choice of destinations.”

John Weatherill, Executive Vice-President and Chief Commercial Officer, the WestJet Group, said: “By bringing this interline agreement to life, we’re significantly expanding access between India and Canada, making it easier for our shared guests to seamlessly visit high-demand destinations across North America. This partnership aligns Air India’s long-haul strength with WestJet’s North American reach, creating meaningful new travel options and improving the end-to-end journey for travellers.”

Air India currently operates 17x weekly non-stop flights to Canada, including 10x weekly services to Toronto and 7x weekly services to Vancouver.

To its European gateways that provide connections on WestJet flights to Canada, Air India operates a total of 75x weekly services, including 49x weekly to London (Heathrow), 5x weekly to London (Gatwick), 14x weekly to Paris (Charles de Gaulle) and 7x weekly to Amsterdam (Schiphol).

Interline itineraries are available for booking on Air India’s website, mobile app and through travel agents worldwide.

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 VFS Global, the global leader in trusted technology services, empowering secure mobility for governments and citizens, has been appointed as an Authorized Visa Agent (AVA) for Singapore visa services in Chandigarh and Chennai in India by The High Commission of the Republic of Singapore in New Delhi, and the Consulate-General of the Republic of Singapore in Chennai, to make the Singapore visa application process seamless for applicants across Punjab and Tamil Nadu.

Singapore visa applicants across Punjab and Tamil Nadu will now be able to submit their applications for Tourist & Family visit Visa and Business Visa categories at VFS Global’s state-of-the-art Visa Application Centres in Chandigarh and Chenai with ease.

Yummi Talwar, Chief Operating Officer – South Asia, VFS Global, said, “We are honoured to be appointed as the Authorized Visa Agent for Singapore visa in Chandigarh and Chennai. These partnerships reflect the trust reposed in VFS Global’s proven expertise in delivering secure, efficient and applicant-centric visa services worldwide. Through this appointment, we aim to further enhance accessibility and convenience for visa applicants across Punjab and Tamil Nadu by combining technology-driven processes with high service standards. We sincerely thank by the High Commission of the Republic of Singapore in New Delhi and the Consulate-General of the Republic of Singapore in Chennai for their confidence in VFS Global and remain committed to supporting their mission of facilitating safe and seamless mobility.”

VFS Global offers visa services on behalf of 54 countries in India, through a network of 562 visa application centres at present, with more locations set to give live soon.

Please note that VFS Global’s role in the visa application process is limited to front-end administrative tasks only, which include collecting visa application forms, required documentation as per the checklist, and enroll biometrics, if applicable. VFS Global has no role in the decision-making process of granting or refusing a visa. Decision making on the granting or refusal of visa is the sole prerogative and sole responsibility of the concerned Embassy.

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Headquartered at Paro International Airport, Drukair connects Bhutan with key cities across Asia, including Bangkok, Delhi, Kathmandu, Singapore, Dhaka, Kolkata, Guwahati, Bagdogra, Bodh Gaya and Dubai. Through this collaboration, Drukair’s fares, schedules, and inventory will be accessible on the Amadeus Travel Platform, allowing travel sellers in India to book and sell Drukair network.

“Partnering with Amadeus opens new horizons for Drukair and Bhutan. This collaboration allows us to connect with more travelers around the world, offering seamless access to our flights. We look forward to leveraging this partnership to drive growth and strengthen our presence on the global travel map,” says Mr. Tandi Wangchuk, Chief Executive Officer of Drukair.

“We are delighted to welcome Drukair – Royal Bhutan Airlines to Amadeus Travel Platform. This partnership reflects our continued commitment to enhancing connectivity and empowering the travel ecosystem with greater choice and efficiency. By bringing Drukair’s inventory onto Amadeus Travel Platform, we are enabling travel sellers in India to seamlessly access and book flights to Bhutan, opening new opportunities for growth while delivering richer travel experiences to customers. We look forward to supporting Drukair in expanding its reach and strengthening its presence in the market.” says Sandeep Dwivedi, Managing Director, Travel Sellers, India & the Sub-Continent, Amadeus.

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