This article was originally published in the Brand Finance India 100 2026.
Taj continues to strengthen its position as one of the world's most iconic luxury hospitality brands, combining more than 120 years of heritage with a forward-looking approach to guest experience, technology, and sustainable growth. As luxury travellers increasingly seek personalised experiences, authentic cultural connections, and responsible tourism, Taj is evolving its global footprint while remaining true to its signature philosophy of Tajness and Indian hospitality. Puneet Chhatwal, MD & CEO of IHCL (Taj Hotels), shares how the brand is driving long-term growth through trusted guest relationships, digital innovation, international expansion, and a commitment to sustainability that is deeply embedded across the business.
Interview with Puneet Chhatwal, MD & CEO
MD & CEO,
IHCL (Taj Hotels)
How does the Taj brand build trust among its stakeholders?
Trust, in case of Taj, is built over time through consistency, authenticity and a clear sense of purpose. For over 120 years, Taj has remained guided by the belief that hospitality is ultimately about people. While the industry has transformed significantly over the decades, our commitment to delivering thoughtful, personalised and intuitive service – what we call Tajness – has remained constant.
What distinguishes Taj is its ability to engage with guests across a wide spectrum of aspirations and life moments. Whether it is a family celebrating a milestone at one of our iconic palaces, a traveller seeking meaningful spiritual experiences across India's sacred destinations or a global guest discovering the country for the first time, the underlying experience remains deeply rooted in Indian hospitality and genuine care.
Trust is also built by continuously investing in experiences that remain culturally relevant and meaningful. Through initiatives that celebrate India's living heritage, create distinctive journeys across emerging destinations, elevate wellness and curate unforgettable celebrations, Taj continues to deepen its emotional connection with guests while remaining true to its origins.
Ultimately, stakeholders place their trust in brands that stay true to their values while continuing to evolve. For us, that balance between continuity and reinvention has been fundamental to the Taj journey.
How has Taj adapted to emerging trends and technologies, and how has this influenced the brand's positioning in the market?
Consumer expectations today are shaped by immediacy, personalisation and seamless experiences. Guests increasingly expect brands to understand their preferences, simplify decision-making and deliver highly relevant interactions across every touchpoint.
Over the last few years, Taj has significantly transformed its digital ecosystem to respond to these evolving expectations. From AI-enabled search and conversational interfaces to enhanced personalisation engines and smarter guest engagement platforms, technology is helping us better understand our guests and respond with greater speed, relevance and precision.
At the same time, our loyalty ecosystem has grown into one of the most powerful hospitality communities in the region. Taj InnerCircle membership of the NeuPass loyalty programme has crossed 19 million members, with loyalty-led revenue accounting for nearly 60% of enterprise revenue, demonstrating the strength of long-term guest relationships and repeat engagement.
However, technology at Taj is never an end in itself. Luxury hospitality remains fundamentally human. While technology helps us anticipate needs and remove friction, it is our people who create emotional connections and memorable experiences. Our focus has therefore been on bringing together advanced technology and the enduring spirit of Tajness to create a guest experience that feels both contemporary and deeply personal.
How is Taj strategically taking its Tajness to key destinations globally?
For more than a century, Taj has served as an ambassador of Indian hospitality. As we expand internationally, our objective is not simply to add hotels in new markets, but to introduce global travellers to a distinctive philosophy of hospitality that is rooted in warmth, authenticity and cultural richness.
Today, Taj has a portfolio of over 150 hotels across 14 countries and 100+ locations and continues to grow across both established metro cities and unique experiential destinations. Recent milestones include our expansion into Frankfurt, one of Europe's most important commercial centres, as well as our presence in South Africa's Kruger National Park, which introduces the Taj experience into one of the world's most iconic wildlife destinations.
The growing global relevance of the brand is also reflected through international recognition. The recent award of Three Michelin Keys to Rambagh Palace, Jaipur and Taj Lake Palace, Udaipur – the first and only hotels in India to receive this distinction – demonstrates how Indian hospitality can compete at the highest levels of global luxury. Alongside physical expansion, strategic alliances with organisations such as oneworld, Etihad Airways, Singapore Airlines, Star Hotels, Shangri-La Hotels & Resorts and Millennium Hotels & Resorts are creating a more connected travel ecosystem, extending the reach of Taj while enhancing value for guests across international markets.
Social responsibility and sustainable practices are increasingly important to stakeholders. How has Taj integrated sustainability initiatives into its brand strategy?
We believe that hospitality and responsibility must go hand in hand. As travellers become increasingly conscious of their impact on communities, culture and the environment, sustainability has become an integral component of how hospitality brands create long-term value.
Through Paathya, our ESG+ framework, sustainability is embedded into the way we operate, grow and engage with stakeholders. It spans environmental stewardship, community development, heritage preservation and inclusive growth. Today, 41% of our energy requirements are met through renewable sources, while 54% of the wastewater generated across our portfolio is recycled and reused. We have also established 88 in-house water bottling plants, significantly reducing dependence on single-use plastics, and operate over 100 Organic Waste Composter (OWC) units that enable efficient waste management and support a circular approach to resource utilisation.
Equally important is our social impact. Through partnerships and skill-development initiatives, 83 skill centres have supported the training of over 50,000 young people (since 2020), creating employment opportunities and enabling livelihoods across communities. We are also encouraging more responsible choices within the hospitality ecosystem. Initiatives such as Innergise Green Meetings demonstrate how large-scale events can reduce environmental impact while maintaining the quality and sophistication expected from premium hospitality.
For us, sustainability is not a separate workstream. It is an extension of hospitality itself – ensuring that the destinations, communities and cultural heritage that enrich guest experiences continue to thrive for generations to come.
