Oberoi to be rooted in India while branches out abroad, et Bredequity

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The Oberoi Group is ready for further growth since its homonymous brand is located at the “center” of the Premium travel: the most rapid growth in the industry of the hospitality of India, Arjun Oberoi, executive president of the luxury hotel chain, he said to et. He said the group will enter new destinations such as Saudi Arabia and Egypt, while continuing its strong attention to the growing internal market.In recent years, the operator of the Oberoi and Trident hotel brands has seen a “strong” increase in financial services, said the CEO of the Vikram Oberoi group in a joint interview. This was fueled by the clear mandate to grow the hotel portfolio with “carefully well -kept, aligned with the brand” properties, guiding a high premium strategy, overlapped rivals during high demand periods and offering an “exceptional” service to guests, he said.

It was the first media interaction of the two Oberoi sciences from the disappearance of the Patriarch Prs Oberoi in November 2023 and formal delivery to the third generation.The Oberoi Group offered one of its strongest services in the financial exercise 2025. For the exercise closed in March 2025, EH, the group’s flagship, recorded a 14% increase in net profit at £ 770, while the revenues increased by 10% to £ 2,880.

Vikram Oberoi said that guests are becoming more selective and are willing to pay a prize for quality service.

“People travel more, both for free time and business. Str (Smith Travel Research) data show that we have considerably overperformed the revenue market by room available, with a premium on medium rates and employment of the room,” he said. “In almost all locations, Oberoi is before the revenue per room available in his competitive set.”

Vikram Oberoi expects the acceleration of the wealth of India. “Twenty years ago, the report of the Indian-Strenieri guests was small. The percentage of our Indian guests grew up exponentially.”

Having signed 21 new projects in less than two years, the chain has launched its most ambitious growth strategy. The pipeline includes 19 hotels, two luxury boats and a cruiser of the Nile river. A dozen of these are in India; The rest are in London, Saudi Arabia, Egypt, Bhutan and Nepal. Sixteen will operate under the Oberoi brand and five under Trident.

There will be ownership of about half of the new projects, while the rest will be under management contracts. Last November, the group declared that it will open a hotel in Mayfair in London through an agreement with the Greater British property Grosvenor and Eh London Investments.

Saudi Arabia is another key goal. “We announced two hotels there. We are also entering the countries where we should have been previously: Indonesia and Egypt. India will remain our main push. It is still the right time to invest here,” said Arjun Oberoi.

Post-covidio, competition in the hospitality market has intensified, with Ihcl, Marriott, Accor and Hilton owned by the Tata group that expand quickly.

Arjun Oberoi explained that the chain is guided by internal reference parameters and does not extend the brand to risk dilution. “Why are our hotels recognized globally? Not only for places, but because we have made each one with love, care and caring,” he said.

While the generational transition worked well, the company also faced obstacles.

The brothers are currently blocked in a legal battle on the will of Prs Oberoi, challenged by their half -sister Anastasia, who supports a part of the family properties. “The question is sub-Judice; we would not like to comment,” said Arjun Oberoi.

The hospitality chain is also blocked in a dispute with the Himachal Pradesh government on the historic luxury hotel, Shimla’s Wildflower Hall Wildflower Hall. More recently, he came out of the United Arab Emirates, ending his management of the Beach Oberoi resort, at Zorah.

Going forward, residences are another area of interest, in particular where there is a hotel and practical residential opportunities.

“The developments for mixed use are increasingly the favorite model and many partners see it as the best way to monetize resources,” said Arjun Oberoi. “There is a strong demand for brand residences, so it’s something we commit to.”