From the launch of flagship properties to the integration of AI-driven training tools, Frasers Hospitality is proving that staying at the top requires a blend of local respect and global innovation – CEO Eu Chin Fen dives into the philosophy and future plans of a brand that continues to set the benchmark for extended-stay living
Securing the ‘Best Serviced Residence Operator’ title for 10 consecutive years led to your induction into the TTG Travel Hall of Fame. Beyond the obvious pride, what does this recognition signify about Frasers Hospitality’s sustained operational excellence and commitment to guest experience?
We are deeply honoured that Frasers Hospitality has been inducted into the TTG Travel Hall of Fame. Not only is this recognition a milestone for us, but it also reflects the dedication of our teams and our unwavering focus on delivering exceptional experiences for our guests across our global portfolio.
What sets Frasers Hospitality apart is how we combine global expertise in long-stay and extended-stay living with a genuine respect for local lifestyles. Guided by our Frasers Living philosophy to connect people with life-enriching experiences, we create spaces that help guests feel at home, connect with the city, and live life on their own terms.
This accolade reinforces that we are on the right path of continuously innovating, investing in talent and technology, and expanding thoughtfully into destinations that modern travellers want to stay. This is a proud moment, but more importantly, it inspires us to keep raising the bar for serviced living in the years ahead.
Winning this award for 10 years requires consistency across a global portfolio. What internal programmes, training initiatives, or technology platforms are critical in ensuring that the high standard of service remains uniform across all Frasers Hospitality properties?
Consistency across our global portfolio is driven by strong internal training frameworks, clear brand standards and technology that supports seamless service delivery. In a people-led industry, it is essential that our teams are equipped to meet the evolving expectations of modern travellers. That is why we invest heavily in continuous learning through digital platforms and structured development pathways, ensuring we continue to deliver innovative guest experiences.
One example would be our recent partnership with the Singapore Institute of Technology (SIT). Through this collaboration, we are formalising industry-leading programmes in education, professional training and applied research. By combining academic expertise with real-world operations, we are strengthening our talent pipeline, embedding a culture of continuous learning, and setting new benchmarks in digital, guest-centric, and sustainable hospitality.
Frasers Hospitality aims to “innovate brands that resonate with modern travellers”. Can you elaborate on the core philosophy driving this portfolio strategy, and what consumer trends or traveller needs are you currently focusing on addressing?
While our portfolio comprises a diverse suite of brands designed to serve distinct audiences; they are united by the Frasers Living dimensions to create intuitive, home-like environments that deliver personalised and meaningful experiences. This philosophy drives us to understand our guests, their changing desires, and how they want to live.
By doing so, we anticipate and stay ahead of emerging trends such as global mobility and digitally enabled experiences.
Recent expansions like Modena by Fraser in Shenzhen and Shanghai, designed for younger, mobile professionals, and Fraser Place Roppongi Tokyo in a key gateway city, reflect this commitment. As we grow, our focus remains clear: to create brands and experiences that truly resonate with modern travellers and the way they want to live.
Looking ahead, what are the key components of Frasers Hospitality’s current expansion or diversification plan? Are there geographic regions, property types, or market segments you plan to prioritise in 2026?
We remain focused on deepening our footprint in Asia while strengthening our leadership in the upscale serviced living and extended-stay segments. We are prioritising markets with strong long-term demand drivers, including gateway cities, rising secondary hubs and integrated developments that support modern business and leisure needs. Upcoming openings such as Capri by Fraser, Penang in Malaysia, Fraser Residence Putrajaya and our flagship Fraser Suites Bangkok in One Bangkok exemplify this approach.
Each new property reflects our commitment to thoughtfully designed living spaces and experiences that cater to diverse traveller segments, from executives to mobile professionals, while integrating wellness into our apartments and facilities in ways that allow guests to enjoy it on their own terms. By taking a disciplined, asset-light approach, we continue to strengthen our brand presence while creating sustained value for our owners, partners and customers.
Given the shifts in the serviced residence, what are the two most significant operational or strategic challenges Frasers Hospitality is currently navigating, and what strategies are you deploying to mitigate these risks?
As with the broader hospitality sector, two key challenges we are navigating are talent shortages and accelerating digitalisation. These dynamics underscore why our multi-brand strategy and leadership in serviced living remain critical. We are investing in robust talent development programmes and leveraging technology to enhance operational efficiency without compromising the human touch that defines our guest experience. We see digitalisation as a powerful enabler across our business.
Our collaborations with partners such as Google Cloud and Kyndryl have allowed us to develop next-generation training applications that automate SOP creation and convert video content into structured learning modules.
At our properties, platforms like Stayplease and Glow are elevating both guest experience and team engagement by streamlining workflows, easing frontline workload and improving access to learning and communication tools. These solutions not only enhance productivity but also play a vital role in talent retention and empowerment.
Looking ahead, we continue to sharpen our operational focus and build future-ready capabilities, to remain resilient and well-positioned for long-term growth.
In 2026, we will launch The Pinnacles, a structured business programme co-developed with SIT, designed to nurture globally minded hospitality leaders equipped to drive innovation across our international portfolio. Together, these initiatives reinforce our competitiveness and strengthen our ability to deliver consistent value, no matter how the operating landscape evolves.
