India’s hospitality and tourism sector is no longer a peripheral contributor to the economy; it is a mainstream engine of employment. The sector supports 13.34% of India’s total employment, according to the Ministry of Tourism’s India Tourism Data Compendium 2025, with direct employment alone accounting for 5.82% of jobs nationally. A workforce of that size, spread across front offices, kitchens and housekeeping floors in every state, does not run on infrastructure and investment alone. It runs on thousands of daily interactions between staff and guests, each one an opportunity to build trust or lose it.

That is what makes communication different from the industry’s other operational concerns. A guest who is misunderstood at check-in, or who cannot get a room-service request across, notices it at the moment, with nowhere for the lapse to hide. As the sector scales to meet rising demand, that capability needs to be built with the same intent as any other operational standard.

A pipeline under pressure to keep pace

The growth driving this pressure is substantial. Global travel and tourism, which dipped to 9.6% of world GDP during the pandemic, has since rebounded past US$11 trillion and is projected to reach US$16 trillion by 2034, per Statista. India’s training infrastructure is scaling in step: the country runs 71 government Institutes of Hotel Management alongside a growing base of private hospitality schools, and top campuses report placement rates above 90%. Every new hotel opening is another set of guest-facing roles that need talent ready to perform from day one.

Employers are responding accordingly. ETS’s TOEIC Global English Skills Report, based on responses from over 1,300 HR decision-makers across 17 countries, found that 97% of employers in India now say English communication matters more to their business than it used to, and 98% say formally assessing it during hiring would improve workplace efficiency. For a sector built on split-second, face-to-face exchanges with guests worldwide, that is less a statistic than a description of the job itself.

Why one score isn’t enough

The harder question is how that ability gets defined. A front-desk check-in, a housekeeping request confirmed correctly, and a food and beverage manager presenting to a corporate client are three different communication tasks. A single, generic English score cannot tell an employer whether a candidate can reliably do any one of them.

A recent joint study between the TOEIC programme at ETS and the Federation of Hotel & Restaurant Associations of India (FHRAI) set out to close that gap, mapping the actual English communication demands of six hospitality roles, junior and senior positions in Front Office, Food & Beverage and Housekeeping, against validated proficiency benchmarks.

The most instructive finding was that proficiency demands tracked the nature of the task more closely than seniority. Some junior, guest-facing roles required a higher speaking standard than senior, internally focused ones: a junior front office manager needed stronger spoken English than a senior housekeeper, whose work centres more on documentation than direct guest contact. It is a useful correction to the assumption that communication demands rise neatly with rank; in practice, they track who a role requires someone to speak to, and under what pressure.

Building the pipeline with intent

Identifying the gap is only the first step; the sector’s real task is closing it in practice. That begins with treating English communication as a workplace skill to be developed continuously, not a one-time qualification checked at the point of hiring. Employees improve fastest when practice reflects the actual situations they encounter on the job, rather than generic language instruction removed from daily work. This also means giving employees a clear, ongoing sense of how their communication is progressing, so improvement is visible and not left to chance. Built consistently into how a workplace already operates, this kind of development does not require large new systems, only sustained attention, the same attention hospitality already gives to service quality.

The value of measuring English proficiency lies not in using it to screen candidates out, but in showing employers exactly where to direct training investment. Approached this way, communication becomes a lever the industry can actively pull, not a hurdle placed in front of talent. As India’s hospitality sector continues to expand, that shift in how proficiency is used may matter as much as the growth itself.

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The event focused on strengthening collaboration between government, industry and the skilling ecosystem to address emerging workforce requirements and create stronger pathways from skills to employment. The growing Tourism and Hospitality sector presents significant opportunities for employment and entrepreneurship, while also creating a need for a larger pool of skilled and industry-ready professionals.

The programme was graced by members of NCVET and representatives from the National Skill Development Corporation (NSDC) and the Ministry of Tourism (MoT), senior Board Members of the THSC Governing Board, and prominent leaders from the industry, training partner network, and wider skilling ecosystem.

Mr. Rajan Bahadur, CEO, Tourism & Hospitality Skill Council, said:

“The Tourism and Hospitality sector is growing, and with that growth comes an enormous responsibility to ensure that the workforce grows with it. Partnerships are the bridge between what the industry needs and what the skilling ecosystem delivers. THSC Connect is about converting these partnerships into action—through industry-led training, stronger employer linkages, meaningful CSR interventions, apprenticeships and new pathways to employment. Our objective is simple: every young person we skill should be better prepared for a real opportunity in the world of work.”

Ms. Jyoti Mayal, Chairperson, Tourism & Hospitality Skill Council, said:

“The strength of Tourism and Hospitality lies in its people. As India emerges as a major global tourism destination, developing a skilled, professional and future-ready workforce will be central to sustaining this growth. THSC Connect brings together the different pillars of this ecosystem to share experiences, recognise successful collaborations and identify new opportunities. When industry, government and training partners work with a shared purpose, skilling becomes more than a programme—it becomes a pathway to careers, livelihoods and national growth.”

The event saw participation from leading hospitality and tourism organisations, industry leaders, corporate and CSR representatives, training partners, educational institutions and other stakeholders. The presence of both industry and training partners highlighted the importance of closer alignment between training delivery and the actual requirements of employers.

The programme featured discussions and presentations on corporate-led social responsibility and skilling initiatives, government schemes and policy, industry partnerships, international employment opportunities and emerging workforce requirements.

The event also featured four focused panel discussions:

• Shaping the Future Workforce: Skills for a Changing Tourism & Hospitality Industry
• Partnerships That Perform: Transforming Skilling Through CSR & Industry
• The Future of Learning: Student Investment, Industry Outcomes
• Unlocking State Potential Through Skill Partnerships

The discussions brought together senior representatives from industry, government and the skilling ecosystem to deliberate on changing skill requirements, industry-led training, CSR investments in skilling, learner outcomes and opportunities for state-level partnerships.

The programme also featured the THSC Skill Champions Awards & Recognitions, celebrating organisations and individuals who have made significant contributions towards skill development and workforce transformation in the Tourism and Hospitality sector.

With “The Power of Partnerships” as its central theme, THSC Connect 2026 reinforced the need for sustained collaboration across the ecosystem to build a workforce capable of supporting the continued growth and global ambitions of India’s Tourism and Hospitality sector.

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The travel, tourism and hospitality fraternity is gearing up for the 6th Edition of the World Tourism Day Celebration, scheduled for September 26, 2026, at Udman Hotels and Resorts, NH8, Delhi.

Organised by the Purvanchal Paryatan Association in association with the Great Indian Travel Fest (GITF), the event is expected to bring together 1,000+ tourism professionals and delegates, including more than 100 domestic and international hosted buyers. Travel agents, tour operators, hoteliers, DMCs, tourism boards and hospitality professionals are expected to participate.

The 2026 edition will focus strongly on B2B networking and business opportunities, giving tourism and hospitality companies a platform to meet buyers, showcase destinations and travel products, and explore new partnerships and markets.

Six Editions, One Growing Tourism Platform

Founded in 2021 by Mr. Shridhar Jha, the World Tourism Day Celebration has grown from a small industry gathering into a broader platform for the tourism fraternity. Over the years, the event has brought together travel trade professionals, hoteliers, destination specialists and other industry stakeholders.

The event has been hosted at leading properties across Delhi, including Hotel Stanley, Sakura by MAPS Group, Welcome Hotel ITC Dwarka and Radisson Blu Hotel Dwarka. The 2026 edition will move to Udman Hotels and Resorts, NH8.

Buyers, Businesses and New Opportunities

A major highlight this year will be the participation of 100+ hosted buyers from domestic and international markets. The organisers expect the programme to create direct opportunities for hotels, resorts, DMCs, tourism boards and experience providers to connect with potential business partners.

Alongside business networking, the celebration will highlight culture, heritage and sustainable tourism, with the organisers promoting stronger collaboration across the tourism value chain.

The event will also feature entertainment and engagement activities, including a lucky draw every 30 minutes, with gifts, tour packages and hotel stay vouchers for participants. The organisers are presenting this year’s gathering as a “Celebration of WTD in Bollywood’s Style.”

Event Details

Date: September 26, 2026
Venue: Udman Hotels and Resorts, NH8, Delhi
Organisers: Purvanchal Paryatan Association & GITF
Expected Participation: 1,000+ delegates
Hosted Buyers: 100+ domestic and international
Focus: B2B networking, business opportunities and sustainable tourism

With its combination of business networking, destination promotion and celebration, the 6th Edition is expected to provide a valuable meeting point for India’s travel and hospitality community and its international business partners.

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New Delhi, July 29, 2026: The LaLiT Suri Hospitality Group announced the launch of ‘Hospitality With A Heart’, a defining brand philosophy that brings together the values that have shaped the Group’s journey for over three decades. More than a campaign, Hospitality With A Heart reaffirms The LaLiT’s enduring commitment to authentic Indian hospitality, inclusion, sustainability and meaningful guest experiences.

Inspired by the founding vision of the founder chairman, Lalit Suri and carried forward by Dr. Jyotsna Suri, Chairperson & Managing Director, The LaLiT Suri Hospitality Group, the philosophy reflects the belief that hospitality is not merely about exceptional service, but about making every guest feel genuinely welcomed, valued and cared for.

Built around three enduring pillars—Homegrown, Inclusive and Sustainable—Hospitality With A Heart celebrates India’s rich cultural heritage while embracing diversity and responsible business practices.

As a proudly Indian hospitality brand, The LaLiT has always drawn inspiration from the destinations it calls home. From architecture and cuisine to local art, culture and craftsmanship, every hotel offers guests an immersive experience that reflects the unique identity of its region while upholding the timeless Indian tradition of Atithi Devo Bhava.

The philosophy also reinforces The LaLiT’s long-standing leadership in inclusive hospitality. Through its inclusive employment initiatives and in collaboration with the Keshav Suri Foundation, the Group has created opportunities for over 2,000 members of the LGBTQIA+ community through

skilling, employment and empowerment programmes. The organisation has also championed equal opportunities for persons with disabilities, acid attack survivors, neurodivergent individuals and people from other underrepresented communities, fostering workplaces where everyone belongs.

Sustainability remains another cornerstone of the philosophy, encompassing not just the environment but also people, communities, and long-term responsible growth. At The LaLiT, it is about creating a sustainable balance where business success goes hand in hand with the well-being of employees, local communities, and the planet. From planting over 20 lakh trees across India and operating six net-zero carbon footprint properties to promoting zero-waste kitchens, supporting local artisans and farmers through locally sourced produce, and embedding responsible practices across its operations, The LaLiT continues to make sustainability an integral part of how it operates and grows.

Announcing the launch, Dr. Jyotsna Suri, Chairperson & Managing Director, The LaLiT Suri Hospitality Group, said:

“Hospitality With A Heart reflects who we are at The LaLiT. We have always believed that true luxury is about making people feel welcome, respected and valued. As a proudly Indian hospitality group, our commitment to inclusion, sustainability and genuine care has shaped our journey and continues to guide us every day. Hospitality With A Heart brings this philosophy to life and reaffirms our promise to our guests, our people and the communities we serve.”

With this launch, The LaLiT Suri Hospitality Group reinforces its position as one of India’s leading hospitality brands—where luxury is enriched by purpose, every destination tells a local story, and every guest is welcomed with warmth, dignity and heart.

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Continuing its commitment to creating immersive lifestyle and cultural experiences, Le Meridien New Delhi introduces “The Great Delhi Do Something” — a thoughtfully curated staycation experience designed to help guests rediscover the city through its timeless landmarks, beloved culinary institutions, and enduring spirit.

Inspired by the nostalgia and character that define Delhi, the experience invites guests to slow down and reconnect with the city in a more meaningful way. Celebrating the places, flavours, and memories that generations have grown up with, “The Great Delhi Do Something” transforms an ordinary stay into a journey through the capital’s rich cultural tapestry.

Thoughtfully designed to evoke a sense of familiarity and discovery, the experience includes leisurely mornings, signature culinary moments, and curated explorations that showcase Delhi in all its old-world charm. Guests can revisit iconic neighbourhood favourites through specially curated city walks and food trails featuring legendary establishments such as DePaul’s, Kake Di Hatti, Bengali Market and more, experiencing the city the way they remember it.

For those seeking to immerse themselves in Delhi’s cultural heritage, The Museum Crawl offers a guided journey through some of the city’s most celebrated institutions, including the Rail Museum, National Gallery of Modern Art, Shankar’s Dolls Museum and the Nehru Planetarium, allowing guests to uncover stories and memories that have shaped the capital over generations.

Complementing these experiences are thoughtfully curated dining moments across the hotel’s signature venues and relaxed in-room evenings that encourage guests to unwind and savour the slower pace of a staycation. The experience reflects Le Meridien New Delhi’s philosophy of blending discovery with indulgence, creating moments that are both enriching and memorable.

“At Le Meridien New Delhi, we constantly seek to create experiences that feel both immersive and emotionally resonant,” said Meena Bhatia, Vice President and General Manager, Le Meridien New Delhi. “With ‘The Great Delhi Do Something’, we wanted to celebrate the essence of Delhi — its stories, its flavours and the memories that make the city so special. It is an invitation to rediscover familiar places and create meaningful moments that stay with you long after the journey ends.”

With curated city experiences, culinary discoveries, and moments inspired by nostalgia, the offering reflects Le Meridien New Delhi’s continued focus on creating refined lifestyle experiences that bring together culture, creativity, and meaningful human connection.

Guests are invited to experience Delhi through a fresh lens and rediscover the charm of the city — one memory, one story, and one experience at a time.

The Great Delhi Do Something – Staycation Experience

Venue: Le Meridien New Delhi

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Saltstayz, the Gurugram based hospitality company, has crossed ₹99.7 crore in top-line revenue during FY 2025–26, making it one of India’s most remarkable growth stories in the organised hospitality sector while being profitable since inception, achieved entirely without venture capital or external equity. The company is now setting its sights on ₹500 crore in annual revenue by FY30 through organic growth, backed by a sharp expansion blueprint of 150 hotels across 30 cities, totalling approximately 5,000–5,500 keys.

Founded in 2022 by Gaurav Gupta, Sandeep Goyal and Nishant Tripathi, Saltstayz has built a portfolio of 33 operational hotels with approximately 1,214 keys across seven cities, all within the mid-premium to premium segment – under its three distinct brands: Autograph, Premier and Select. The company currently employs around 670 people and relies on an asset-light model of Long-term lease, revenue-sharing arrangements, and management contracts to fuel its rapid scaling.

“We are a fully bootstrapped company to date, and so far, we have not diluted any equity in the company. We are profitable since our first year of incorporation and the expansion so far has happened organically. At our current growth rate, we are aiming to achieve annual revenue of ₹500 crore by FY30. We are also looking to raise our first round of structured capital, to fuel our growth plans. With the right capital infusion, we aim to achieve annual revenue of ₹1,500 crore by FY30 with 10,000+ keys across 250 hotels in our portfolio.” said Gaurav Gupta, Co-founder, Saltstayz. 

The growth trajectory from a standing start in 2022 to nearly ₹100 crore in revenue within four fiscal years is widely seen as unprecedented for a bootstrapped player in Indian hospitality. The sector has historically been dominated by well-capitalised chains or asset-heavy legacy players; Saltstayz’s lean, contract-driven model offers a sharp counterpoint.

Saltstayz’s current footprint is concentrated in North India across seven cities. The next phase of growth will pivot sharply toward the south and the west. The company is targeting a total of 55 hotels by the end of FY 2026–27, adding 22 properties during the current financial year. For the next leg, Saltstayz plans to deploy around ₹18 – 20 crore across new cities, a fraction of what traditional hotel ownership would require.

To achieve the ₹500 crore revenue target by FY30 organically, Saltstayz will need to scale its workforce from the current 670 employees to approximately 2,000–2,200, a signal of the operational depth the expansion will demand. The company is in active conversations around its first formal fundraise, prioritizing structured debt but keeping equity options open.

The company recently marked its entry into the leisure travel segment with the launch of its premium ‘Autograph’ brand in Rishikesh – one of India’s most sought-after wellness and spiritual destinations. 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. 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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Achint is an accomplished hospitality professional with over 12 years of extensive experience in revenue management, reservations, distribution strategy, forecasting and hotel operations.

Known for delivering exceptional business performance across leading hospitality organizations, Achint has built a strong career through reputed brands including Marriott, The Lalit among others.

He demonstrates expertise in revenue management, demand forecasting, pricing strategies, OTA and channel management, competitive benchmarking, reservations operations, budgeting and business planning. He is highly skilled in analysing market trends, managing room inventory, maintaining rate parity and developing strategic initiatives that enhance hotel profitability and operational efficiency.

Throughout his career, Achint has successfully led revenue and reservations teams, supported pre-opening hotel operations, managed large-scale hotel portfolios and worked closely with sales, marketing, finance and front office teams. He has been leading revenue strategy and forecasting for a portfolio of multiple hotels comprising over 750 rooms in his previous role.

A results-oriented professional, he combines strong analytical capabilities with excellent communication and interpersonal skills to enhance business performance and revenue objectives. He is passionate about fostering a culture of continuous learning, operational excellence and collaborative teamwork while consistently delivering exceptional results.

In his new role as Associate Director of Revenue at Holiday Inn New Delhi Mayur Vihar Noida, he will lead the Revenue Management function to maximize revenue opportunities, strengthen market positioning and support the achievement of the hotel’s commercial objectives.

Anurag Rai, General Manager at Holiday Inn New Delhi Mayur Vihar Noida said, “We are delighted to welcome Achint Singh to Holiday Inn New Delhi Mayur Vihar Noida. Achint brings with him a wealth of experience in revenue management, distribution strategy and commercial operations along with a proven track record of driving business performance across renowned hospitality brands. His strategic mindset, analytical expertise and collaborative leadership approach will play a key role in strengthening our revenue initiatives and supporting the hotel’s growth objectives. We look forward to his valuable contributions as we continue to enhance our market position and deliver exceptional results.”

Expressing his enthusiasm, Achint Singh said “I am honored to join Holiday Inn New Delhi Mayur Vihar Noida and become part of a dynamic team committed to excellence and guest satisfaction. The hospitality industry continues to evolve rapidly, creating exciting opportunities to leverage data-driven strategies, innovation and market insights to optimize performance. I look forward to working closely with the hotel’s leadership team to further strengthen revenue management practices, maximize commercial opportunities and contribute to the continued success and growth of the property”.

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With over fourteen years of extensive experience in the hospitality industry, Prosenjit brings with him a deeply evolved understanding of food & beverage operations, restaurant management, guest engagement, and service orchestration across luxury and upscale hospitality environments. His career reflects a progressive ascent through operational and managerial roles, underscored by consistency, adaptability, and an instinctive understanding of evolving guest expectations.

Prior to joining Novotel Ahmedabad, Prosenjit was associated with Novotel Hyderabad Convention Centre and Hyderabad International Convention Centre, where he was instrumental in overseeing large-scale food & beverage operations within one of the region’s most dynamic hospitality ecosystems.

His professional journey within Accor spans nearly a decade, during which he held key leadership positions including Outlets Manager, Restaurant Manager, Assistant Restaurant Manager, and Food & Beverage Team Leader across Bengaluru and Chennai. Throughout these assignments, he played an integral role in streamlining outlet operations, strengthening team performance, and curating dining experiences that balanced operational precision with intuitive service.

Additionally, his tenure as Assistant Food & Beverage Manager with Radisson Blu, Visakhapatnam, further expanded his expertise in high-volume operations, strategic planning, and guest-centric dining concepts.

Commenting on the appointment, Nikhil Chandra, General Manager, Novotel Ahmedabad, said:

“Prosenjit’s professional journey reflects both operational depth and a sophisticated understanding of modern hospitality. His ability to translate service into meaningful guest experiences, while simultaneously driving operational excellence, makes him a valuable addition to the hotel’s leadership framework. We are delighted to welcome him to Novotel Ahmedabad.”

Novotel Ahmedabad continues to strengthen its position as one of the city’s leading hospitality destinations, recognised for its contemporary design language, elevated culinary offerings, and thoughtfully curated guest experiences.

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OUTRIGGER Hospitality Group announces the opening of OUTRIGGER Phi Phi Island Resort in Thailand, welcoming its first guests and joining OUTRIGGER’s Thailand portfolio alongside properties in Koh Samui, Khao Lak, and Phuket. Set within the protected boundaries of Hat Noppharat Thara-Mu Ko Phi Phi National Park, the resort offers 63 suites and villas on a stretch of coastline where limestone cliffs rise from jade-green water, coconut palms line a white-sand beach, and the Andaman Sea sets the rhythm of each day.

“What we’ve created at Phi Phi Island is truly special — a resort that matches one of Thailand’s most breathtaking settings and honors the culture and environment that make it extraordinary. This opening is a reflection of OUTRIGGER’s long-term commitment to Thailand, and for those who make the journey here, I believe it will be unlike anything they’ve experienced before,” said Jeff Wagoner, President & CEO of OUTRIGGER Hospitality Group.

Accessible only by boat, the resort sits inside a national park where development is tightly controlled, and the natural environment remains largely untouched. Guests arrive by sea, stepping onto the sand as the Andaman horizon opens before them.

The resort’s suites and villas are guided by “Nit Thra,” a Thai concept centered on the soul of rest. Handcrafted furnishings, organic textiles, and woven motifs drawn from the island’s craft traditions give each space its character, alongside contemporary amenities. Three accommodation types lead the offering: the Hilltop Ocean View Pool Villa, with a private infinity pool and sea views; the Beachfront Pool Villa, positioned directly on the sand; and the Family Garden Villa, wrapped in tropical gardens.

At the resort’s Mala Kitchen, resident chefs work within the philosophy of “Samrub Thai” – a Southern Thai culinary approach built on the balance of taste, texture, and tradition. The menu draws on the region’s spices, fresh produce, and coastal ingredients, prepared and presented by chefs with deep roots in the local food culture. The Edgewater Bar & Grill serves fresh local seafood, aromatic curries, and tropical cocktails at the edge of the Andaman Sea – with an open view of the water that makes it the natural setting for sundowners & long evenings.

The national park that surrounds the resort is one of the most biodiverse marine environments in Southeast Asia. PADI-certified diving excursions reach coral formations where sea turtles, manta rays, and reef sharks are regular sightings. Eco-sensitive boat rides access islands and coves that see limited visitor traffic. Long-tail boat picnics travel the mangrove channels at a pace that suits the landscape. Back on land, private Thai cooking classes, non-motorized water sports, and bead-making sessions, drawn from the island’s ancient craft traditions, round out the offering. Relaxation journeys at Zeavola Spa are grounded in Southern Thai wellness practices and local botanicals. The Coral Kids Club and a teen zone ensure the resort works equally well for families. For guests who wish to explore further, Tonsai Village – Phi Phi’s lively hub of restaurants, bars, and local shops – is a short boat ride away.

The indigenous Urak Lawoi people have inhabited these islands for centuries, and their heritage informed the resort’s design as well as its welcome rituals. Each arriving guest receives a handcrafted bead bracelet, a gesture rooted in Urak Lawoi tradition and a reflection of the community’s place at the heart of the resort’s identity. Guests wishing to learn more can join bead-making sessions that trace the craft’s origins along the island’s historic trade routes.

The resort was constructed using local, organic materials and designed to work with its environment – maximizing natural light and ventilation, minimizing waste and protecting the ecosystem it sits within. Operating inside a national park is both a privilege and a responsibility; the standards applied here reflect that. The aim is straightforward: guests leave nothing behind except footprints in the sand.

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