Meeting the South Asia Moment: Accor’s Bold Rise in India and Beyond

What is Accor’s strategy to capture these growth opportunities? 

Ranju Alex: Accor’s India 2030 roadmap will rapidly expand the Group’s footprint, beyond the biggest and fastest-growing cities into emerging markets where branded hospitality remains relatively under-penetrated. Our strategy combines our pool of brands, strong partnerships, and most importantly, a deep understanding of the markets we operate in.  

This growth at scale is all about building the right portfolio, in the right markets, with the right partners. We have invested in understanding these emerging markets, looking closely at local demand, infrastructure, traveler profiles and the potential of each micro-market. That research is translating into multiple signings across these destinations – this year we have increased signings by 393% over 2025. 

Importantly, the creation of a dedicated South Asia leadership structure in 2025 places us closer to our markets, owners and partners. It gives our teams greater ownership and accountability while aligning with Accor’s global strategy – a combination of local agility and global scale that puts us in a strong position to best capture the opportunities. 

How important are local partnerships to executing Accor’s growth strategy? 

Ranju Alex: Partnerships are critical to our growth. The strength of Accor’s global brands and expertise is amplified by partners who bring deep local market knowledge and long-term commitment. Our longstanding relationships with owners are fundamental to our strategy, and we have built strong relationships with local players including leading travel conglomerate InterGlobe and the IndiGo BluChip loyalty program.

Our Joint Venture with InterGlobe (spanning 23 hotels) provides a highly agile, trusted vehicle to scale our midscale and economy footprint across key regional destinations. By pairing this physical development engine with a strategic loyalty integration with IndiGo, India’s largest domestic airline, we allow travelers to seamlessly earn and redeem points across both flights and stays, tapping directly into a massive database of frequent flyers to drive high-value, direct bookings to our properties. 

What does Accor’s portfolio in the market look like today? 

Ranju Alex: Accor’s footprint in the region spans segments – Luxury, Lifestyle, Premium, Midscale and Economy – letting us extend into leisure, wellness, business travel and M&E. Novotel and ibis hotels are our largest presence, with 29 and 25 hotels respectively. Mercure, Grand Mercure, ibis Styles and Pullman are also here, with Luxury brands Fairmont, Sofitel and Raffles. Upcoming properties from Swissôtel, Mövenpick, TRIBE and Mantis will enrich the portfolio even further. 

The opportunity is to be present in the right markets, with the right brands and the right experiences – and to grow alongside evolving traveler aspirations. 

With so many brands in play, how do you ensure that each maintains its unique identity? 

Ranju Alex: India is a highly brand- and price-conscious market, so we are very deliberate about where and how each brand enters. We look closely at destination, customer, competitive landscape and owner proposition before determining the right fit. The promise and experience of each brand must remain distinctive – brand integrity is non-negotiable for us. 

How is Accor positioned to answer the evolving expectations of today’s South Asian traveler? 

Ranju Alex: Guests today are seeking more personalized, experience-led and locally relevant hospitality, with a stronger sense of place, wellbeing, and seamless technology. F&B and experiential concepts are playing a growing role – a restaurant, bar or social space becomes a reason to visit, especially for younger and urban consumers. 

This is where Accor’s strength in the Lifestyle category proves its value. Through our Ennismore partnership we launched a Morgans Originals hotel in Mumbai, and we will soon be opening The Hoxton in Bengaluru. Accor’s Lifestyle brands help us offer a distinctive experience that appeals to locals as well as travelers, enhancing F&B and non-room revenue streams. 

To turn this vision into a reality, we rely on key partnerships: 

• Our alliance with the HOPE Foundation allows us to build vocational training centers and structured employment pathways, giving young individuals from vulnerable backgrounds a direct route into the formal economy. 

• Through our Memorandum of Understanding (MoU) with the International Institute of Hotel Management (IIHM), the world's largest hotel school chain, we provide students with invaluable industry exposure, professional mentorship, and direct recruitment opportunities. 

Ultimately, our ambition is to create a multiplier effect that strengthens our talent pipeline while opening real opportunities in our communities.  

What does sustainability look like day to day in Accor’s hotels in South Asia? 

Ranju Alex: Sustainability is an integral part of how we operate. We aim to create measurable impact both through the guest experience and behind the scenes across a range of areas. Crucially, we are deeply convinced that sustainability is a collective effort; it cannot be achieved in isolation. It is a shared journey, which is why we work hand-in-hand with our partners, hotel owners, local suppliers, colleagues, and guests to foster more responsible habits. 

Together, we have made significant progress toward eliminating single-use plastics across our hotels, while many properties are pursuing or have achieved Green Key certification, an internationally recognized sustainability standard.

We are also using AI-enabled solutions to monitor and manage areas such as food waste, water consumption, and energy efficiency. By working collaboratively across our entire ecosystem, we can scale our impact, from reducing waste in our kitchens to promoting more sustainable mobility for our guests. 

How would you describe your leadership style? 

Ranju Alex: People-first, inclusive, and grounded in trust. I believe that great leadership starts with listening, understanding what motivates people, giving them the confidence to speak up, and creating an environment where different perspectives are genuinely valued. 

But that does not mean compromising on excellence or accountability. I believe in setting clear expectations and giving people ownership while being there to support them when they need it. When people feel respected, trusted and empowered, they bring greater energy and creativity to the organization. Ultimately, I want to build a culture where people can be themselves, challenge ideas, grow their careers and succeed together.