Dillip Rajakarier: "Minor has always been opportunistic, which is crucial to our growth"

Can you start by telling us how Minor as a company embraced global opportunities?

Minor has always been opportunistic, which is crucial to our growth. We've expanded by seizing opportunities that align with our position without cannibalizing it. Initially, we managed assets under franchise brands like Marriott and owned a Four Seasons hotel. Then, in 2000, we launched Anantara, now a top luxury brand globally, despite being only 24 years old.

How did Minor transition from managing assets to establishing its own brands?

After Anantara's launch, we didn't just settle. We ventured from Thailand to Bali, the Maldives, the Middle East, and then Australia with the opportunistic acquisition of Oaks Hotels and Resorts. We made strategic moves, like acquiring hotels from Sun International in Africa and Tivoli Hotels. But the game-changer was acquiring NH, catapulting us to global status.

With such rapid expansion, how does Minor ensure value creation for stakeholders?

As a public company, our aim is to grow net income by 10 to 15% annually on a compounded basis, focusing on performance and shareholder value. We strategically plant our brands like Anantara in tier-one cities, being careful not to oversaturate markets. There's room for growth with our other brands like Avani and Oaks.

What about managing stakeholder expectations with such diverse holdings?

Our priority is having the best people who embrace our core values of people development, customer focus, innovation, sustainability, and partnership. Balancing this with shareholder expectations of consistent growth in net profit is essential.

How does Minor maintain its identity with such a diverse portfolio?

Our DNA is defined by our core values. We're not just Asian-based anymore; 85% of our earnings are international, making us a global player. We've gained recognition through awards and the trust of owners and investors. This global appreciation has ranked...