Pan Pacific Hotels Group Continues Version 2.0 Momentum

Singapore, 30 September 2026 – More than half of Pan Pacific Hotels Group (PPHG) portfolio has been newly built, resigned or significantly renovated since 2020, marking a fundamental transformation of the Group as it enters the next chapter of its Version 2 journey.

What began with Pan Pacific London and PARKROYAL COLLECTION Marina Bay, Singapore has evolved into a Group-wide transformation spanning properties in Singapore, Kuala Lumpur, Penang, Jakarta, Hanoi, Tokyo, Kyoto, Melbourne, Perth and Sydney, alongside new developments across the region. The programme brings together internationally recognised architects and designers, award-winning biophilic and wellbeing-led design, enhanced sustainability infrastructure and technology-enabled experiences — changing not only how PPHG's hotels look, but how they operate and engage with guests.

Among the most visible examples is Pan Pacific London, designed by world architect Yabu Pushelberg with a focus on contemporary luxury, well-being and the connection between the hotel and its City of London setting. Since its opening in 2023, Pan Pacific Orchard, Singapore has been recognised internationally with the Prix Versailles and by the Council on Tall Buildings and Urban Habitat (CTBUH). Across the portfolio, Version 2 has introduced stronger connections to nature, more considered wellbeing experiences, enhanced environmental infrastructure and technology designed to removed friction while allowing staff to focus on hospitality,

In Southeast Asia, that transformation accelerates in 2027 with 10 new-build and major renovation projects, extending PPHG's expertise across luxury, upscale and serviced suites.

The programme includes Pan Pacific Phnom Penh, PARKROYAL Siem Reap, Siam Pan Pacific Bangkok, Pan Pacific Serviced Suites Thonglor, Bangkok, PARKROYAL Hanoi, PARKROYAL Serviced Suites Manila Bay and PARKROYAL Jakarta, alongside the transformation of PARKROYAL Serviced Suites Kuala Lumpur, PARKROYAL Gurney Bay Penang, together with PARKROYAL COLLECTION Pickering, Singapore.

Why Version 2.0

PPHG recognised early on the changing hospitality landscape and invested in the change as new needs and expectations emerged.

The change is demographic as well as economic. Gen Z and Millennials are projected to make up 74% of the global workforce by 2030, and Deloitte's 2025 research across more than 23,000 people in 44 countries finds these generations increasingly defining success through a combination of money, meaning and wellbeing. Around nine in 10 say purpose is important to their job satisfaction and wellbeing. (Deloitte)

This matters to hospitality because the boundaries between work, leisure, wellbeing and personal time are becoming increasingly fluid. In Asia Pacific, 76% of business travellers surveyed by Agoda plan to combine business with leisure, rising to 92% in Thailand and 86% in Vietnam. (Agoda)

“We do not want one brand to be everything to everyone,” said Choe. “Our ambition is to have a portfolio where each brand has a clear reason to exist, but where the Group as a whole has the operating breadth to capture different forms of demand.”

At the higher end of the market, travellers are also redefining what they expect from luxury. 72% of affluent APAC travellers surveyed expect to increase their luxury-travel spending, while 90% say wellness influences their booking decisions, up from 80% a year earlier. The research identifies a broader shift towards wellbeing, immersive experiences,

emotional value and intentional design rather than consumption for its own sake. (PR Newswire)

Sustainability is becoming part of that expectation. 93% of global travellers surveyed by Booking.com want to make more sustainable travel choices, while 58% say they are already changing their travel behaviour to do so. (Booking News)

And technology is changing the service equation. An Oracle Hospitality and Skift study of more than 5,000 consumers and 600 hotel executives found that 53.6% of travellers wanted contactless check-in and check-out to remain a permanent hotel feature, while 39.3% wanted mobile guest services. The underlying insight was not a desire for less hospitality, but for technology to remove routine friction and enable more personalised service. (Oracle)

Together, these shifts point to a different role for the hotel — one that must accommodate more fluid lifestyles, deliver greater personal relevance, support wellbeing, operate more responsibly and use technology intelligently without losing the human connection.

“The market has moved, and we have to move with it,” said Choe Peng Sum, Chief Executive Officer, Pan Pacific Hotels Group. “People are living differently, and therefore they are travelling differently. The boundaries between work and leisure, business and personal time, travel and wellbeing are becoming increasingly fluid. We cannot respond to that with yesterday's hotel model.”

“Version 2 is our response to that change. It is about creating hotels that are more relevant to how people live today — through better design, stronger wellbeing propositions, more responsible infrastructure, technology that makes the experience easier, and brands with a much clearer point of view.”

From changing lifestyles to changing the portfolio

Version 2 is not a single design language or a renovation programme. It is a comprehensive transformation of PPHG's portfolio, bringing together the physical product, brand proposition, guest experience, sustainability and technology, supported by stronger operating capabilities.

The objective is not to make every hotel look or feel the same, but to make each brand more distinctive and more relevant to the market it serves.

Pan Pacific is being strengthened as PPHG's luxury proposition, with Siam Pan Pacific Bangkok and Pan Pacific Phnom Penh extending the brand into two strategically important Southeast Asian markets.

Bangkok recorded 30.3 million international arrivals in 2025, making it the world's most visited city by international arrivals. (Agoda)

PARKROYAL is expanding its upscale proposition through Hanoi, Penang and Jakarta, while PARKROYAL COLLECTION continues to build a distinctive position around nature, sustainability and wellbeing. The renovation of PARKROYAL COLLECTION Pickering Singapore further strengthens a proposition rooted in biophilic design and eco-wellness.

PPHG's serviced-suite portfolio adds another dimension, addressing the growing need for longer stays, flexibility and accommodation that can support work and leisure within the same journey.

Southeast Asia: where the next chapter takes shape

The decision to accelerate investment in Southeast Asia is underpinned by the region's scale and trajectory.

Southeast Asia welcomed an estimated 144 million international visitors in 2025, a 13.4% increase from the previous year, while sustaining approximately 42.5 million tourism jobs. ASEAN is now explicitly seeking to move from volume-led tourism towards higher-value and more diversified forms of tourism. (SEADS)

For PPHG, the opportunity is therefore not simply to add rooms, but to build the right portfolio for a region where the volume, value and diversity of travel demand are all increasing.

The 2027 pipeline expands PPHG's presence across established and emerging destinations while introducing its luxury Pan Pacific brand to Bangkok and Phnom Penh, growing PARKROYAL in city and resort markets, and extending its serviced-suite expertise.

The transformation of the physical portfolio is only one part of Version 2.

Since 2020, PPHG has been using the programme to sharpen brand architecture, strengthen operating capabilities, invest in technology and sustainability, and redesign properties around how guests live and travel today.

More than half of the portfolio has now moved through this transformation. The 2027 programme represents the next wave — combining new builds with major renovations, and growth with reinvestment in existing assets.

“Version 2 is not about predicting the future perfectly,” said Choe. “It is about giving ourselves the capabilities, the brands and the portfolio to respond to what today’s guests and owners expect.”

With more than half its portfolio already transformed since 2020, and a further 10 new-build and major renovation projects planned across Southeast Asia in 2027, PPHG enters its next chapter with a portfolio designed to be more relevant to guests, more distinctive by brand and more competitive for the long term.