ITC Hotels is working on an ambitious growth path, with plans to expand from its current 13,000 rooms across 140 properties to over 18,000 rooms in 200 hotels by 2030. This rapid scaling will be driven by an “asset-right” strategy, balancing owned properties with management contracts.
“We are well placed across segments from luxury to premium with our six brands. In the last 24 months, we have opened 30properties, and as of now, 4,000 keys across 45properties are in the pipeline, set to open at a similar pace,” said Anil Chadha, divisional chief executive of ITC Hotels.
In a significant move, ITC is making its international debut with the 352-key ITC Ratnadipa in Colombo later this month, marking a bold step toward becoming a global leader in Indian hospitality. Chadha emphasized the group’s focus on “customer centricity, high performance, and steadfast commitment to sustainability” as the foundation of this expansion.
Chadha also addressed the importance of talent, a critical factor in sustaining the company’s performance. “Leadership is about empowering teams and fostering growth. Superior performance doesn’t happen without great talent,” he noted, adding that ITC’s investment in hotel schools and management training programs has been essential in building a committed talent pipeline.
Reflecting on the broader strategy, Chadha clarified the company’s approach to asset management: “We adopted an asset-right model, not asset-light. The demerger of the hotels business will allow ITC to strike the right balance between management contracts and owned properties.”
As the company eyes deeper penetration into tier two and tier three cities, it remains cautious about future models. “It is something we are exploring but have not settled on any specific model yet,” he noted, underscoring the careful consideration guiding ITC’s expansion.
These comments capture the evolving vision of ITC Hotels as it seeks to strengthen its foothold both in India and abroad, balancing rapid growth with sustainability and talent development.
