TFCI Sees Hospitality, Real Estate & MSME Solar as Engines for FY26 Disbursement Surge
Tourism Finance Corporation of India (TFCI) Managing Director & CEO Anoop Bali revealed that the non-bank finance company is gearing up for a major leap in lending by focusing on hospitality, real-estate and MSME solar finance in the tourism ecosystem.
Here are the key take-aways from his interview:
Strong demand in hospitality and real estate
Bali highlighted that TFCI is witnessing robust activity in the hotel and tourism infrastructure space. The real-estate sector is also contributing meaningfully to the growth of TFCI. The firm is targeting a disbursement of ₹2,000 crore in FY26, driven by a “booming hotel and real estate funding” environment.
The company’s current portfolio is heavily weighted towards hospitality and tourism-related credit, signalling that the recovery and growth of travel services are feeding into its books.
Diversifying into MSME solar finance and tourism-focused AIF
Not content with just traditional hospitality loans, TFCI plans to step into newer domains.
Bali announced that the company intends to enter MSME solar financing — especially for the tourism value chain and to launch a tourism-focused Alternative Investment Fund (AIF).
The logic: By financing solar installations at hotels / resorts and MSMEs in the tourism ecosystem (restaurants, ancillary services, etc.), TFCI is tapping into two favourable drivers, sustainability and cost-efficiency. It also helps simultaneously widening its lending base beyond large hospitality projects.
Portfolio rebalancing and asset-quality focus
While hospitality remains a core vertical, Bali said that TFCI currently has around 65% exposure in the hospitality & tourism sector, and the plan is to bring that down to around 50% by FY27. This will be done by a shift towards a broader sector mix including real-estate and MSME lending.
On asset quality, the NBFC has flagged that policy transmissions (such as interest-rate cuts) will take some time to flow through to new lending terms.
Why this matters:
Tourism / hospitality rebound: As travel-and-stay demand recovers in India, lenders such as TFCI are well-positioned to fund hotel/resort development and refurbishments.
Real-estate pickup: With urbanisation and changing asset-use patterns (work-from-office shifts, hospitality-led mixed-use), real-estate financing becomes a natural adjunct.
Sustainability / solar theme: Financing MSME solar in the tourism value-chain addresses cost-savings (for the borrowers) and ESG (for the lender’s portfolio) — a smart strategic move.
Diversification for risk: By reducing concentration in one sector (hospitality), TFCI is attempting to spread risk and open up newer growth avenues.
A glance at the numbers and targets
Disbursement target of ₹2,000 crore for FY26.
Current hospitality & tourism exposure ~ 65%; target to bring it down to 50% by FY27.
Exploring new lending segments: solar finance, housing finance companies, loans against securities.
Key challenges and what to watch
Policy transmission lag: The NBFC segment is yet to fully benefit from rate cuts; Bali expects a 3-6-month lag.
Sector risk: Hospitality projects remain capital-intensive and sensitive to tourism demand, regulatory / licensing risks, etc.
Execution of new verticals: Moving into MSME solar financing and running a tourism-focused AIF will require strong underwriting, partner ecosystems and risk-management capabilities.
Asset quality vigilance: As TFCI broadens into real estate and MSMEs, continuous monitoring of NPAs will be key.
Final word
TFCI’s strategy, as laid out by Anoop Bali, reflects a proactive pivot: while staying anchored in its hospitality and tourism legacy, the company is clearly broadening its horizon in real estate, MSME solar and fund-structures.
If executed well, the ₹2,000 crore disbursement target for FY26 is an ambitious yet plausible milestone.
For stakeholderslike investors, borrowers, the tourism ecosystem, TFCI’s journey will be one to watch. How quickly the policy benefits flow in, how effectively new verticals are integrated, and how asset quality is managed will determine whether this strategic bet pays off.
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