How this home-grown hotel brand makes its mark across the globe
These Millennium Hotels and Resorts properties are built by long-serving staff and leadership that expanded the Singapore company into an international hospitality group. PHOTO: MILLENNIUM HOTELS AND RESORTS
BRANDED CONTENT From King's Hotel to 145 hotels worldwide: How this home-grown hospitality brand makes its mark across the globe Starting with the one riverside property, Millennium Hotels and Resorts has brought its charming blend of Singaporean warmth and efficiency to its overseas outposts from London to Dubai
At the trendy M Social Hotel Singapore, you can request for extra towels or pillows by simply speaking aloud in your room. Within a few minutes, these items will be delivered to your door with a warm smile. This isn't magic – it's AI-powered hospitality.
Since 2022, the hotel has implemented a voice-enabled AI assistant for in-room services. Instead of calling housekeeping, guests simply state their request to the Aiello Voice Assistant device, eliminating waiting times on the phone – an elegant solution that embodies Singapore's reputation for efficiency and innovation.
'Our service style is discreet yet attentive, precise yet warm,' says Millennium & Copthorne Hotels (M&C) chairman Kwek Leng Beng who describes the Millennium Hotels and Resorts (MHR) brand as confident, consistent and deeply respectful.
Agreeing, executive director of M&C Kwek Eik Sheng says: 'A key factor to our success is authenticity. Our legacy is built by thoughtfully balancing Singapore's cultural heritage with innovation and guest expectations.'
These qualities mirror the nation's own values: efficiency without sacrificing warmth and precision balanced with cultural sensitivity. It's with this distinctive approach that MHR celebrates its 30th anniversary this year, expanding to 145 properties across 80 destinations including London and New York.
Building a foundation of excellence
The hospitality group, owned by real estate company City Developments Limited (CDL), started with a single hotel on the banks of the Singapore River. In 1970, as the nation was finding its post-independence identity, King's Hotel opened its doors under the direction of Mr Kwek.
He was 29 years old with no prior experience in the hospitality industry when his father and late founder of Hong Leong Group, Kwek Hong Png, entrusted him with this venture.
From the start, the younger Mr Kwek infused the property with qualities that would become recognised as uniquely Singaporean.
Mr Kwek Leng Beng at the London Stock Exchange in 1996. Millennium Hotels and Resorts became the first and only Singaporean hospitality company to be listed there, raising S$372.47 million.
PHOTO: MILLENNIUM HOTELS AND RESORTS
'I saw it as more than just a commercial venture; I saw the chance to create something meaningful at a time when Singapore was poised for transformation,' says Mr Kwek, recalling that at the time, the nation was deliberately developing its tourism infrastructure as it welcomed more international visitors.
King's Hotel (now called Copthorne King's Hotel) was established to offer value-for-money accommodation with warm and attentive service.
PHOTO: MILLENNIUM HOTELS AND RESORTS
He positioned the hotel to serve an emerging middle class, offering an experience that delivered international standards while reflecting Singaporean values – efficiency, warmth, humility and cultural pride. This model set King's Hotel apart from the five-star international chains that dominated the country's hospitality scene at the time.
This approach extended to dining experiences. While other hotels offered standard international fare, King's Hotel launched Princess Terrace, specialising in Penang Nyonya cuisine – recognising Singaporeans' growing interest in quality dining options where they can bring family and friends for a special occasion treat.
Mr Yeoh Cheng Kung, now director of Republic Hotels and Resorts Limited – a subsidiary of M&C – joined the company in 1970 to manage King's Hotel. During his tenure, he initiated the idea of offering niche dining options at the hotel, a project he developed with particular care.
He recalls: 'During the early days of Princess Terrace, I was always in the kitchen, cooking, refining recipes and even replenishing the buffet on busy days.'
The Orchard Hotel, as seen in this vintage postcard, was acquired by City Developments Limited in 1986 before consolidating under Millennium & Copthorne Hotels in 1995.
PHOTO: MILLENNIUM HOTELS AND RESORTS
The restaurant has remained a treasured favourite to this day, showing the hotel management's understanding of what Singaporeans valued – authentic flavours served consistently. This enduring appeal reflects how the team recognised and fulfilled customer preferences instead of simply following trends.
For MyMillennium members: Culinary heritage meets innovation
Millennium Hotels and Resorts restaurants have long reflected Singapore's rich and diverse food traditions, from Penang Nyonya cuisine at Princess Terrace to North Indian specialties at SanSara. This culinary diversity now extends to the digital domain through the hospitality group's Culinary Compass.
The programme invites MyMillennium members to explore 16 restaurants while collecting digital stamps to redeem rewards such as complimentary drinks and Chef's Table experiences, connecting Singaporeans' passion for food with tech-enabled discovery.
Taking home-grown values worldwide
Throughout the 1980s, MHR refined this winning blend of authenticity and attentive service as it established more properties in Asia, including Singapore, Malaysia and the Philippines.
The 1990s saw rapid expansion beyond Asia. The company bought hotels in the UK and New Zealand, then purchased the Copthorne hotel chain for £219 million (about S$490 million then) in 1995. This led to the formation of M&C.
The 1990s marked Millennium & Copthorne Hotel's expansion outside of Asia, including the acquisition of the Millennium Hotel and Conference Centre Gloucester London in 1993 for US$109 million.
PHOTO: MILLENNIUM HOTELS AND RESORTS
While M&C became the parent company, MHR was later established as its global hotel brand. During this period of international expansion, the original King's Hotel was renamed Copthorne King's Singapore, connecting it to the company's growing collection of hotels around the world.
In 1996, MHR became the first and only home-grown hospitality company listed on the London Stock Exchange. The listing raised S$372.47 million, with CDL retaining a 55 per cent share of the company. It remains the only Singaporean company to have been listed on the exchange.
'The London listing was a game-changer,' says Mr Kwek. This opened doors to opportunities and built investor confidence, giving the hospitality group access to international funding sources and strengthening its positioning on the international stage.
This milestone represented more than just financial success. 'With my hotels, I catapulted Singapore to the world map,' adds Mr Kwek. 'Our hotels sold, and are still selling, the Singapore brand today.'
(From left) Group chief executive officer of City Developments Limited (CDL) Sherman Kwek, executive chairman of CDL and chairman of Millennium & Copthorne Hotels (M&C) Kwek Leng Beng, and executive director of M&C and CDL's group chief operating officer Kwek Eik Sheng.
PHOTO: CITY DEVELOPMENTS LIMITED
Mr Benedict Ng, MHR's vice president of operations of South-east Asia who joined the company in 1994, witnessed this transformation first-hand.
'When I joined Copthorne King's Hotel, we were a respected Singapore brand,' he says. 'We're now a global hospitality company, but we continue to represent our enduring Singaporean identity that's defined by our roots and values.'
While competitors adopted asset-light models that focused on management contracts rather than property ownership, MHR chose to own most of its hotels. This approach focused on long-term planning over short-term gains, which also reflected Singapore's own careful, methodical path to development.
'By owning the bricks and mortar, we could ensure control over the guest experience and protect long-term value,' Mr Kwek explains.
The ownership mindset has become part of the company's operational philosophy. When faced with challenges such as the Covid-19 pandemic, its strategy differed from other players.
Mr Ng, who was overseeing the group's US operations during this period, explains: 'Unlike Singapore, where government support kept hotels afloat, US properties had to fight to survive. We focused on cost control, creative revenue streams and team morale.'
This demonstrated how the company's emphasis on adaptability and hands-on management enabled it to navigate challenges across markets.
Owning its properties has proven financially sound. In 2024, the company earned over £960 million (about S$1.7 billion) in revenue, a 6 per cent increase from the year before.
Despite its global success and financial strength, the company has never lost sight of its people-centred approach.
Mr Yeoh's leadership has fostered remarkable loyalty among staff. 'Some of my team members have been with me for decades – Madam Tseng Wai Fun from my executive team had worked with me for nearly 50 years,' he says. She started as an administrative executive, then rose to become a purchase manager before becoming an executive manager.
Mr Yeoh Cheng Kung, director of Republic Hotels and Resorts, joined the company in 1970 to manage King's Hotel and has fostered a family-like culture among staff throughout his career.
PHOTO: MILLENNIUM HOTELS AND RESORTS
Innovating with a human touch
Today, MHR thoughtfully uses technology to make stays more convenient without losing the human touch. M Social's AI voice assistant and M Social Decentraland, the group's virtual hotel in the metaverse, are just some of these innovations.
M Social Suzhou is one of a dozen properties owned and operated by Millennium Hotels and Resorts in China that embodies the brand's distinctive blend of contemporary design and local elements.
PHOTO: MILLENNIUM HOTELS AND RESORTS
'Singapore's DNA – innovation, multiculturalism and precision – is deeply woven into who we are,' says Mr Saurabh Prakash, interim chief operating officer and chief commercial officer of MHR. 'Our strength lies in being ahead of the curve, not chasing it.'
That said, technology should be used to enhance the human connection, not replace it. Mr Saurabh says: 'Our teams are trained to use digital tools to understand preferences, personalise experiences, and anticipate needs – but always with empathy at the core.'
Millennium Hotels and Resorts' interim chief operating officer and chief commercial officer Saurabh Prakash says the hospitality group stays ahead by blending innovation with multicultural venues.
PHOTO: MILLENNIUM HOTELS AND RESORTS
This forward-thinking outlook extends to how the group is reimagining hospitality spaces.
The M Social brand embodies the ability to blend tradition with innovation. For instance, at M Social Penang, you'll find Peranakan influences woven seamlessly into the brand experience. Just as Singapore balances modern efficiency with respect towards cultural heritage, MHR properties maintain the local character of its properties while offering consistent service quality.
Other than digital transformation, MHR has quietly been greening its operations. Its six Singapore hotels recently earned Global Sustainable Tourism Council certification – no small feat in an industry known for resource consumption. The buildings use practical energy-saving measures, like systems that adjust room temperatures when guests are out.
Rooms at Grand Copthorne Waterfront Hotel Singapore feature water filtration systems, eliminating single use plastic bottles while providing guests with drinking water.
PHOTO: MILLENNIUM HOTELS AND RESORTS
The company's community efforts follow the same understated style. Beyond its $1 million Community Chest donation, MHR also focuses on inclusive hiring practices, such as creating jobs for people with special needs.
Green hospitality in practice
Aligned with Singapore's Green Plan 2030 and the Singapore Tourism Board's Sustainability Roadmap, Millennium Hotels and Resorts achieved Global Sustainable Tourism Council certification for all six of its properties here.
'Sustainable tourism is a collective responsibility that begins with our workforce and involves every stakeholder in our value chain,' says Millennium & Copthorne Hotel's executive director Kwek Eik Sheng. 'By fostering an eco-conscious work culture, we aim to create a ripple effect that encourages environmental engagement and ownership, integrating sustainability into our day-to-day operations.'
Key initiatives include occupancy-based energy systems in rooms and eliminating single-use plastics, showing how practical hospitality solutions can support national environmental goals.
Amid the growing role of technology and push for sustainability, the hospitality group has not forgotten its core strength – its staff.
Mr Kwek says that this is what has kept the company strong through decades of change: 'Trends come and go, but trust and consistency build lasting loyalty. Many of our team members have been with us for decades.'
This is a sentiment echoed by Mr Kwek Eik Sheng who says that while the 'hardware' of the hotels has transformed since the early days, the true heart of its operations – its people – remains unchanged.
'Many of our long-serving staff have become like extended family,' he says. 'These enduring relations have shaped my perspective on hospitality, highlighting that genuine warmth, connection and care are values that truly define a memorable experience.'
This commitment to put people first while embracing innovation continues to guide MHR forward. Both new technology and experienced staff contribute to its efficient yet warm hospitality as it continues to expand globally while maintaining its Singaporean roots – a balance that has defined the company since its beginning and continues to guide it to the future.
Visit Millennium Hotels and Resorts to learn about its 30th anniversary celebration and offers.
In partnership with Millennium Hotels and Resorts
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