Last fortnight, Oberoi announced the opening of an iconic property in London’s Mayfair, partnering with Grosvenor, as it bet big on luxury. 

Elevating Guests Experience

Rai Bahadur Mohan Singh Oberoi’s ambition was as grand as his vision for the future of Indian hospitality. 

Born in 1898 in the small village of Bhagalpur, in modern-day Punjab, Mohan Singh Oberoi's early life was shaped by a modest upbringing. As a young man, he left home seeking greater opportunities and arrived barefoot in Shimla with Rs. 25 in his pocket. 

British officers and the Indian elite spent their summers in Shimla, and the hotels there were renowned for their luxury and comfort. Seeing them walking in and out of the Cecil hotel, Mohan Singh decided that he wanted to work there. 

With no formal training in hospitality, he was met with a firm refusal when he approached the manager as there was no reason to hire him. Undeterred by the rejection, he persisted. 

He humbly yet earnestly explained that he was willing to take up any work to prove his worth through sheer dedication and hard work. The manager was impressed by his eloquent English, sincerity, and maturity, which belied his age. He agreed to give Oberoi a chance. 

He eventually found work as a billing clerk at the Cecil Hotel in Shimla, dominated by colonial-style hotels catering to the elite of the British Raj. 

His keen eye for detail, tireless work ethic, and natural flair for hospitality stood out. He was not content simply following instructions; Oberoi always thought about improving or elevating things.

Oberoi's fortune took a pivotal turn in 1929 when he was allowed to manage Clarke’s Hotel, a much-loved property in Shimla that had seen better days. Though the hotel struggled financially, Oberoi saw potential, whereas others saw only risk.

In 1934, he acquired the property from his mentor by mortgaging his wife’s jewelry and all his assets. Clarke’s Hotel was transformed to deliver a level of service and luxury previously unseen in Indian hospitality. 

His first major act was to introduce new management practices, focusing on cleanliness, personalised service, and improving the overall guest experience. He also invested in training his staff raising their standards to match his lofty expectations. 

He believed that hospitality was about offering a place to stay and creating an atmosphere of luxury, comfort, and care. Every detail mattered, from the quality of the linens to the presentation of the food to the staff's behaviour.

One key element of his strategy was personalization. Oberoi was one of India's first hoteliers to tailor services to each guest's specific needs and preferences. 

Oberoi didn’t just want to serve the wealthy British elite or the Indian aristocracy—he aimed to attract discerning travellers from across the globe, offering an Indian interpretation of luxury, comfort, and service.

In 1937, he expanded his portfolio by acquiring the Oberoi Grand in Calcutta, another historic property that would become a hallmark of luxury in the city. While Oberoi did not have significant personal wealth then, his success with the Clark Hotel has earned him credibility. 

He secured loans from banks and financial institutions that were willing to back him. He also built relationships with local businessmen and financiers in Calcutta who were willing to take risks. 

Post-acquisition, he invested heavily in renovation and modernization, elevating the hotel beyond its colonial-era roots. He introduced modern amenities such as air conditioning, telephones, and room service—bold decisions that would set his properties apart from the competition, such as the Grand Eastern, Strand, and Astor hotels catering to the elites in Calcutta. 

To achieve this, Oberoi negotiated favourable credit terms with vendors and suppliers for the renovation work. His well-established network in the hotel industry helped mitigate the upfront financial burden.

Building on this success in the 1940s, Oberoi expanded by acquiring shares in Associated Hotels of India (AHI) 

AHI owned notable properties like the Cecil and Corstophans in Shimla, as well as the Maidens and Imperial hotels in New Delhi, among others in Lahore, Murree, Rawalpindi, and Peshawar.

With a solid foundation, Oberoi shifted his focus to forward-thinking investments that would elevate his brand and expand its reach. 

When India gained independence in 1947, Oberoi’s reputation as a pioneering hotelier was well-established. As the country navigated the complex rebuilding process, Oberoi saw an opportunity to expand his business and define Indian hospitality for the global stage.

The groundwork for an empire of hotels that would span the globe was laid

Blending Royal Heritage with Modern Luxury

In the years following independence, India was in transition, striving to establish itself while still grappling with the remnants of British colonialism. 

Hospitality majors also had to be full stack. Recognising the importance of integrating the travel business, he founded Mercury Travels in 1948, soon becoming one of India’s leading travel agencies. In 1949, he launched East India Hotels (EIH), the Oberoi Group's flagship company, to diversify operations. 

The influx of international visitors—diplomats, businesspeople, or tourists—was increasing, but the existing hotel infrastructure was largely inadequate for this new, more demanding demographic. Few world-class hotels in India could offer the same level of service, comfort, and luxury in Europe or the United States.

The few luxury hotels in the major cities, such as the Taj Mahal Palace in Mumbai, were either heavily influenced by colonial norms or mainly catered to a select British clientele.

There was a clear need for hotels that could provide premium experiences—places that not only offered high standards of comfort but also incorporated India’s rich heritage, culture, and unique traditions of hospitality. Oberoi sought to bridge this gap. 

In the early 1950s, Oberoi focused on expanding the brand beyond Shimla and Calcutta. He made a bold move by opening the Oberoi Sheraton in New Delhi, the capital of the newly independent nation. 

The hotel was equipped with modern amenities, such as air conditioning, an elevator, and telephones in every room, which were rare in Indian hotels then. It was also a space where international visitors could experience India’s rich culture, with the hotel’s interiors showcasing traditional Indian art and decor. 

Oberoi’s strategy at this time was to acquire heritage properties and develop them into modern luxury hotels with the warmth and hospitality of India.

Another significant acquisition came in 1956 when Oberoi took over the Maidens Hotel in Delhi, a heritage property dating back to the British era. He undertook an extensive renovation, transforming the hotel into a luxury landmark more reflective of modern India.

By 1959, EIH became the first Indian company to enter flight catering. The same year, Oberoi also acquired and renovated a historical palace in Jaipur, transforming it into The Oberoi Rajvilas with majestic architecture and gardens. What set Rajvilas apart was the integration of Rajasthan’s rich heritage with Oberoi’s commitment to creating a world-class guest experience. 

The hotel was an oasis of luxury, offering guests an unparalleled blend of royal splendour and modern service standards. 

Indian banks and financial institutions were more willing to finance businesses with a proven track record, and Oberoi’s experience in successfully revitalising hotels made him worthy of financial support. 

When Oberoi acquired the Rajvilas, his portfolio generated steady profits that could be reinvested in new acquisitions. He could also tap into his network of local businessmen, investors, and partners interested in selling Rajasthan’s royal heritage to the growing number of Indian tourists. 

Oberoi was beginning to position his hotels as destinations. While the luxury of modern comforts attracted international travellers, Indian elites were drawn to an experience that combined global standards with a deep sense of cultural pride. 

Moreover, Oberoi’s focus on staff training played a key role in making the hotel famous for impeccable service standards. He instilled in his employees a sense of ownership, pride, and a deep understanding of the guest’s needs. 

Oberoi had created a portfolio of hotels offering the finest in service, comfort, and hospitality, which would soon become a benchmark for luxury in India. 

Building an Ecosystem to Thrive Sustainably

Realizing that a hotel’s greatest asset is its people, Oberoi founded the prestigious Oberoi School of Hotel Management in 1966. 

The International Hotel Association in Paris recognised the hotel, and the Oberoi Centre for Learning and Development (OCLD) was launched to train hotel managers in general management, kitchen, and housekeeping. The high standards are evident, as Biki Oberoi, even at 90, continued to sit in on OCLD interviews.

Blending traditional classroom instruction with experiential learning via faculty-led simulations and stints at Oberoi and Trident hotels, OCLD established a new paradigm in staff training. OCLD even sponsors overseas travel for its managers, exposing them to global best practices.

Oberoi also pioneered the employment of female staff in the Indian hospitality industry, starting with The Oberoi Intercontinental. His inclusive approach and intense focus on training helped shape the exceptional service that became the Oberoi Group’s hallmark.

Having established a stronghold in India, Oberoi focused on international expansion. In 1965, he made his first global acquisition, purchasing the Soaltee Oberoi in Nepal, establishing Oberoi as a multinational corporation—a novel concept for Indian business then.

Oberoi’s most ambitious project came when he sought to build India’s most luxurious hotel in Delhi, with an unobstructed view of the city’s historic monuments. However, a foreign exchange crisis and a government ban on foreign currency payments stalled the project. Amidst this challenge, Oberoi learned that the U.S. Exim Bank was willing to finance Indian projects—if he could secure an American partner.

Oberoi flew to the U.S. and met with executives at the Intercontinental hotel chain, proposing a partnership. The deal was struck with the condition that the hotel would be named The Oberoi Intercontinental. Securing the necessary funds, work resumed, and the Oberoi Intercontinental, enjoying views of the Humayun Tomb and the Delhi Golf Court, opened as India’s first modern five-star hotel, marking the first collaboration between an Indian hotel chain and an international brand. 

In 1973, Oberoi expanded further with the Oberoi Sheraton in Mumbai, once again forming an international alliance and expanding its earlier playbook.

Harboring Global Ambitions

It was generally acknowledged that once Mohan Singh Oberoi began to relinquish control, his two sons, TRS (Tikki) and PRS (Biki) Oberoi, would run the group.

 Sadly, Tikki Oberoi passed away while still relatively young, so it was left to Biki to carry on the family legacy. While Oberoi was busy building the business, his son, Biki, was one of India’s leading jet-setters. 

He travelled the world, stayed in the best hotels, and mixed with the rich and famous. It looked like a life everyone would envy. Though nobody suspected it then, this was The Oberoi Group’s greatest advantage. 

In the 1980s, The Oberoi group solidified its position as a leader in luxury hospitality in India and expanded internationally. By the decade's end, Oberoi operated over a dozen properties across India and ventured into international markets such as Sri Lanka, Singapore, Nepal, and Egypt.

This marked the group’s first major push outside India, showcasing its ambition to compete globally in luxury hospitality.

The Oberoi Group's growth was driven by strategic investments and a focus on providing unmatched luxury experiences. Properties such as The Oberoi Grand in Kolkata and The Oberoi, New Delhi, played a pivotal role in establishing its reputation for excellence.

Revenue and occupancy rates grew steadily throughout the 1980s as India's tourism industry gained traction, driven by both domestic and international travellers. By the mid-1980s, Oberoi Hotels were consistently ranked among the best in Asia, with accolades highlighting their service quality and luxurious amenities.

Despite challenges such as bureaucratic hurdles and the need for better infrastructure in India, the group maintained high profitability due to its focus on operational efficiency and service excellence.

The 1980s laid the groundwork for the group's long-term vision under the leadership of P.R.S.Oberoi, who had taken on greater responsibilities within the company. 

Going into the 90s India’s hospitality industry experienced a significant transformation, evolving into a multi-tiered market segmented by ultra-luxury, luxury, premium, mid-budget, and economy categories.

In 1990, the number of hotels in India was at an all-time low of 6.9 lakh units. The sector was dominated by luxury players like Oberoi and Taj Hotels, which catered to affluent domestic and international travellers. The luxury segment grew steadily, achieving a compound annual growth rate of 10-12% during the 1990s, fueled by India’s growing appeal as a heritage tourism destination. Landmarks such as Rajasthan's palaces and Kerala's backwaters were drawing global attention.

The 1991 economic liberalisation was a turning point, opening India to foreign investments and spurring growth in corporate travel, which boosted demand for premium hotels. Mid-budget and economy accommodations also saw gradual growth, driven by an expanding middle class and rising domestic tourism.

In 1992, the government introduced a National Action Plan for Tourism to develop socio-economic areas, increase employment opportunities, preserve national heritage, and increase India’s share in world tourism. To achieve this objective, the tourism infrastructure needed to be improved, and the capacity of hotel rooms needed to be increased to make accommodation affordable and comfortable for tourists.

Under this scheme, the government provided an interest subsidy for the construction of hotels and new heritage hotels whose construction cost was more than 50 lakhs. A new scheme was scheduled to be launched for low-budget tourists, and a scheme of Paying guest accommodation would also be introduced. 

The overall goal and strategy for developing the tourism industry are to ensure that its growth is closely tied to the country's national development priorities.

By the late 1990s, the overall hospitality market's value crossed a billion dollars, with the luxury and premium segments accounting for a significant share due to high average daily rates (ADRs) and occupancy rates in urban centres and popular tourist destinations.

Oberoi Hotels capitalised on these trends by focusing on bespoke luxury experiences and strategic location choices, such as opening the Oberoi Amarvilas near the Taj Mahal in 1999. 

Despite challenges such as inadequate infrastructure and high taxes, the industry’s robust growth during this period laid the foundation for its post-2000 expansion into broader domestic and international markets.

White Knight’s Savior from Hostile Takeover

The early 2000s marked a pivotal period for the Oberoi group, not only for its financial and strategic developments but also for significant leadership changes. The passing of its founder, Rai Bahadur Mohan Singh Oberoi, in 2002 marked the end of an era.

Following his passing, leadership transitioned to his son, Prithvi Raj Singh, aka Biki Oberoi. Under Biki Oberoi's leadership, the group consolidated its operations and adapted to a rapidly evolving luxury hospitality landscape. His emphasis on personalized service and innovative guest experiences kept the Oberoi brand relevant and competitive globally.

By 2009, revenues surpassed ₹700 crores, driven by strong demand for luxury stays and corporate travel. However, the global financial crisis of 2008 caused a temporary dip, with revenues declining to ₹672 crores by FY2010.

Operational efficiency remained a cornerstone of Oberoi’s strategy. The company maintained competitive profit margins by focusing on value-driven service and leveraging its brand reputation.

The entry of global players such as Marriott, which committed to opening 18 new hotels by the end of 2010, would intensify competition. Oberoi and their local competitors, ITC and Tata’s Taj hotels, were feeling the heat. During this time, Oberoi Hotels innovated and further enhanced its luxury positioning.

The individual Oberoi family members owned just 6% of EIH. Forty percent of the company was owned by corporate promoters, 16% by institutional investors, and another 36% by non-institutional public investors. Due to the decades of fundraising from external investors, the founders owned barely anything. 

With stock market valuations recovering from the recession, competitors ITC Limited saw an opportunity to seize control of EIH by acquiring shares in the public markets. 

In 2010, Reliance Industries Limited (RIL), under Mukesh Ambani, acquired an 18.53% stake in EIH, effectively acting as a "white knight" to counter a potential takeover attempt by ITC Limited.

ITC, which had steadily increased its stake to 16%, was seen as a potential competitor with conflicting strategic goals. RIL’s investment not only helped EIH retain its autonomy but also provided financial stability during a period of heightened competition and market volatility.

Despite this setback, Oberoi Hotels’ operational efficiencies and diversified revenue streams enabled a swift recovery. By focusing on ancillary income from fine dining, wellness services, and MICE (Meetings, Incentives, Conferences, and Exhibitions), the company maintained profitability and sustained a 10-15% profit margin during this challenging period.

RIL’s bet would pay off. Oberoi Hotels expanded its portfolio, capturing both luxury and premium segments.By 2011, revenues grew a staggering 25% yearly to ₹965 crore. The following year, they reported another 15% revenue growth, getting to ₹1,117 crore in 2012 and ₹1,137 crore in 2013 while maintaining a healthy operating profit of over 20%.  

The capital infusion from RIL strengthened EIH’s financial position, enabling debt reduction and funding for expansion initiatives. During this time, Oberoi Hotels opened new properties such as The Oberoi Gurgaon and Trident Bandra Kurla, further enhancing its market presence.

Operating revenues in 2014 stood at ₹1,231 crores, 8.5% growth over the previous year. By FY2015, EIH’s revenues from operations reached ₹1,324 crores, generating an operating profit of ₹281 crores, reflecting its successful recovery from the recession and hostile takeover attempt. Operating profit stayed over 20% despite significant investments, supported by a high ARR, which stood at approximately ₹12,000 for premium properties during peak seasons.

Room revenue contributed 35% of the company’s operating income, while food and beverage services generated 45%. Other services, such as wellness and corporate events, accounted for an additional 15%- 20%. While competitors relied on room revenue for 50-60% of their revenue, the Oberio group’s diversified revenue streams ensure a stable financial foundation for the company. 

Under Biki’s leadership, Oberoi Hotels expanded to 30 properties across India and international markets, employing approximately 10,000 staff members.

The brand’s focus on luxury, personalised service, and operational excellence cemented its reputation as a leader in the hospitality industry. It also proved it could thrive in a downturn.

Putting India at The Center of Luxury Excellence

From 2015 to 2017, Oberoi Hotels & Resorts underwent a period of strategic growth marked by expansions and recognition in global hospitality.

In 2015, Oberoi Hotels gained global acclaim when Travel and Leisure magazine named it the World's Best Hotel Brand. The Oberoi Udaivilas, Udaipur, received the title of the World’s Best Hotel Overall. During the same year, Oberoi Mumbai was named the Best Hotel in the World in a survey, marking a milestone as the first Indian hotel to receive this distinction. 

These accolades emphasised Oberoi’s reputation for exceptional service, architectural grandeur, and a focus on providing unique guest experiences.

In 2016, Oberoi Hotels expanded its portfolio internationally with the launch of The Oberoi Philae, a Luxury Nile Cruiser in Egypt. This move added to Oberoi's presence on the Nile with itineraries between Aswan and Luxor. This move highlighted Oberoi’s strategy to target affluent international travellers seeking exclusive luxury experiences.

By 2017, Oberoi Hotels was recognised domestically and globally for its excellence. The Oberoi Udaivilas in Udaipur won the National Tourism Award for Best 5-Star Deluxe Hotel, presented by the President of India. This property, often described as a destination itself, had already cemented its position as a favourite among luxury travellers and had been voted the Best Resort in Asia for multiple consecutive years.

Oberoi Hotels continued to emphasise operational excellence and quality. 

Flagship properties such as The Oberoi, Gurgaon, and The Oberoi, Mumbai, exemplified the group’s commitment to redefining luxury. Biki also leveraged partnerships with global travel operators like Mandarin Oriental to enhance its visibility in key international markets, tapping into the rising demand for experiential travel and India’s appeal as a premium tourist destination.

His work helped put Oberoi hotels on the international luxury travellers' map, opening several luxury hotels in important cities. Today, the company operates 33 hotels and two Nile Cruisers and is in seven countries. The Oberoi chain has hotels in Morocco, Mauritius, and the UAE.

One of the most notable additions to Oberoi’s portfolio during this period was The Oberoi Amarvilas in Agra. Positioned just 600 meters from the Taj Mahal, this property became a global symbol of luxury and architectural brilliance. 

Drawing inspiration from Mughal aesthetics, its terraced lawns, reflection pools, and fountains offered guests a regal experience while providing uninterrupted views of one of the world’s most famous monuments. It quickly became a flagship property for the brand, attracting travellers seeking a blend of cultural immersion and opulence.

Similarly, The Oberoi Udaivilas in Udaipur emerged as one of India's finest examples of luxury hospitality. Situated on the banks of Lake Pichola, this property was designed to mirror the grandeur of Rajasthan’s palaces, with domes, courtyards, and intricate frescoes that transported guests to a bygone era. The hotel also played a significant role in the group’s strategy to market India as a premier destination for luxury travel. By 2017, it was recognised with numerous accolades and was consistently voted one of the best resorts in Asia.

This period reinforced the brand’s dominance in luxury hospitality and showcased its ability to blend innovation with tradition, setting new benchmarks in service and experience. The growth phase underscored Oberoi Hotels’ ability to combine strategic investments in marquee properties with global expansion. 

By integrating local heritage with unparalleled luxury, the brand reinforced its reputation as a pioneer in experiential and destination-driven hospitality, putting India on the world map of excellence in hospitality and innovation.

Being the World’s Most Guest Centric Company

As India entered 2018, the luxury hospitality sector experienced significant competition from domestic and international players.

Prominent domestic brands like Taj Hotels have been vying for market share alongside global giants such as Marriott, Hyatt, and Four Seasons. Oberoi Hotels has consistently prioritised innovation to enhance and deliver quality guest experience.

The introduction of the iPad interface system - “Oberoi Enhance”, allowed guests to control in-room gadgets and services seamlessly. This innovation positioned Oberoi as a leader in customer experience.

Employees were authorized to offer complimentary services up to Rs. 1,500 without prior approval, significantly enhancing guest satisfaction. This initiative has led to a high guest repeat ratio of 67%.

Every guest received a personalized email from Mr. Vikram Oberoi, asking for feedback on their experience, thus garnering even greater customer satisfaction and setting high standards of service excellence.

The Oberoi Centre for Learning and Development (OCLD)’s Three-year STEP program ensured that the students turning into staff were well-trained and aligned with the brand's commitment to excellence.

Dedicated teams, such as destination management, group reservations, and profile database management teams, were established to provide exquisite services and ensure a quality guest experience.

Paperless check-in and check-out, where guest details were captured on iPads and customer documents were scanned and not printed, made it swift and easy for the guests without waiting for a long time.

Oberoi Centre of Excellence, called ‘Heart of the House,’ was established to enhance smooth operations within the secretarial, legal, and financial teams. This led to a significant reduction in the time taken to close annual accounts.

Rapid innovation and the "Heart. Felt." service philosophy formed the pillar of the brand strategy and communication program, setting it apart from the competition.

Like Apple, Oberoi became a gold standard.

Cementing its Status as Luxury King of the World

The Oberoi Group is recognised as one of India’s most established luxury hotel chains, consistently maintaining its place among prominent global hospitality brands. 

In May 2022, Biki stepped down as the company's leader, handing over the reins to his nephew Vikram. The third-generation Oberoi group leader had big shoes to fill!

Known for its high standards of service and meticulously designed properties, the group has become synonymous with refined hospitality over the years.

A vital aspect of the Oberoi Group’s strategy is its diversified portfolio. It offers a range of properties, from luxury resorts catering to leisure travellers to business hotels meeting the needs of corporate clients. 

Boutique properties add another dimension, appealing to guests seeking more personalized and intimate experiences. This variety ensures the brand remains relevant across different market segments.

In 2024, the Oberoi Group was honoured with the Best Luxury Hotel Group in the World at the Times Travel Awards U, underscoring its steady focus on quality and guest satisfaction.

On the financial front, the group reported a record profit of INR 114 crore for the September 2024 quarter, with revenue reaching INR 558 crore.

The group continues to expand through critical partnerships and strategic projects. Its collaboration with Reliance Industries has resulted in two upcoming properties: Anant Vilas Hotel in Mumbai’s Bandra Kurla Complex and another in Gujarat. 

International expansion is another area of focus. The group has announced its first property in the UK in South Molton, Mayfair, London. Construction began in late 2023, with full completion expected by 2027. This marks a significant step in the group’s effort to establish a foothold in competitive global markets.

While expanding, the group has also made some calculated exits. It recently ended its management contract for The Oberoi Beach Resort, Al Zorah, in Ajman, exiting the UAE market. This decision aligns with its strategy to concentrate on regions with more robust growth potential.

As the Oberoi Group continues to evolve, its emphasis remains on offering thoughtfully designed spaces and consistently reliable service. 

The group aims to sustain its position as a key player in the global hospitality industry by adapting to market dynamics while retaining its core values.

Heart Felt from India to the World

The group has a a robust pipeline of 20 properties scheduled for completion by 2029.

This pipeline includes 17 hotels, two luxury boats, and a Nile cruiser, with 11 properties planned in India and 9 abroad. 

Notable Indian destinations in the pipeline include Rajgarh (Khajuraho), Bandhavgarh, Goa, Visakhapatnam, Tirupati, Jawai (Rajasthan), Gandikota (Andhra Pradesh), Hebbal (Bengaluru), and Pune. 

New properties will emerge internationally in Bardia (Libya), Diriyah (Saudi Arabia), Kathmandu, Bhutan, and London. Upon completion, the portfolio will feature 16 Oberoi-branded hotels, including the boats and cruiser, and four hotels under the Trident brand. 

Together, they will offer an inventory of approximately 1,350 keys, with 288 located outside India.

The group’s strategy aligns with the rise of experiential and eco-conscious travel. It will likely focus on creating sustainable properties and curating unique, culturally immersive experiences for its guests. Oberoi Nature, a set of smaller hotels closer to nature, is a step in that direction.

Alongside this, the Oberoi Group continues to leverage technology to provide personalized and seamless service, staying competitive in an increasingly digitized hospitality landscape.

Beyond hotels, the group could expand into allied sectors, such as luxury travel management, further solidifying its market leadership. 

The Oberoi Group’s legacy is a testament to how entrepreneurship can be a powerful enabler of social mobility. From modest beginnings to establishing a globally admired luxury brand, the story of the Oberoi family mirrors the evolution of India’s hospitality sector. 

Rai Bahadur Oberoi’s journey from a humble billing clerk to the founder of a global luxury hotel empire is a testament to perseverance and an unwavering commitment to what would later become an iconic name in hospitality.

It exemplifies how bold ambitions, entrepreneurial pluck, and sheer force of will can achieve remarkable outcomes. It is not easy to have a global leader, especially in a category like luxury hospitality. 

Yet Oberoi charts a path that can serve as huge inspiration for Indian startups and businesses. The rigour and setting the bar high as standards didn’t start yesterday, but when the Oberoi began. With its expanding footprint, the group continues to play a key role in taking India to the world, representing its rich cultural heritage through its exceptional hospitality. 

As it aims to identify and kickstart 50 new hotels by the end of the decade, the Oberoi Group is a beacon of luxury hospitality from India to the world

Writing: Keshav, Jayanth, Mazin, Nikhil, Rajiv, Sahil and Aviral Design: Omkar and MJ