EIH Ltd — Regulatory Filings 2021

Nov 15, 2021

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CIN:L55101WB1949PLC017981

CORPORATE OFFICE: 7 SHAM NATH MARG, DELHI -110054, INDIA / TELEPHONE: +91-11-23890505/ WEBSITE: WWW.EIHLTD.COM

15[th] November 2021

The National Stock Exchange of India Limited BSE Limited Exchange Plaza, 5[th] Floor Corporate Relationship Dept. Plot No..C/1, G Block 1[st] Floor,New Trading Ring Bandra Kurla Complex Rotunda Building Bandra(E) Phiroze Jeejeebhoy Towers Mumbai – 400 051. Dalal Street,Fort, Mumbai-400001 Code: EIHOTEL Code:500840

SUB: SUBMISSION OF PRESENTATION TO INVESTOR / ANALYSTS

Dear Sir / Madam,

Pursuant to Regulation 30(6) of SEBI (Listing Obligation and Disclosure Requirement) Regulation, 2015 (Listing Regulations), please find enclosed the copy of the presentation to be circulated to Investor / Analysts in respect of the Unaudited Financial Results (Standalone and Consolidated) of the Company for the Second Quarter and Six months ended 30[th] September 2021.

Kindly take the above in your records and host in your website.

Thanking you,

Yours faithfully

For EIH Limited LALIT Digitally signed by LALIT KUMAR KUMAR SHARMA Date: 2021.11.15 Lalit Kumar Sharma SHARMA 14:15:45 +05'30' Company Secretary

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Classification | External

Industry Outlook

2

Classification | External

Indian Hospitality Industry

Key Highlights

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1
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Domestic air traffic increased by ~5.4% (M-o-M) in Sep 2021; [73% of pre-pandemic level] with ease in travel restrictions, declining COVID cases and aggressive vaccination campaign in the country.

Hotel Industry recorded highest nationwide occupancy rate since the onset of pandemic. 2 Chandigarh, Goa and Pune observed the highest occupancy growth Y-o-Y. The gradual resumption of corporate travel is assisting in the recovery of hotel demand in 3 cities like Bengaluru and Pune, which were previously underperforming

4 Increasing demand is assisting in the recovery of average daily rates in all markets. Brand openings & signings by properties have increased marginally in H1 of 2021 compared 5 to last year.

4

3

Classification | External

4

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Classification | External

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Classification | External

Indian Hospitality Industry | Benchmarking

Signs of recovery visible with YOY growth in last 4 months

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Y-o-Y Sep Aug Jul Jun
2021 2021 2021 2021
[vs. FY2020-21] RevPAR Index
(Sep’21)
ADR 19-21% 22-24% 27-29% 17-19%
1.92 (LY: 1.34)
Occupancy 29-31pp 27-29pp 24-26pp 10-12pp [EIH]
1.90 (LY: 1.20)
RevPAR 163-165% 174-176% 170-172% 78-80% [EIH Domestic Hotels]
EIH Limited 236% 375% 464% 374%
Domestic
258% 360% 552% 486%
Pro erties
p
I N D U S T R Y
EIH
RevPAR
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Classification | External *** Domestic properties represents all hotels include managed properties**

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Our Outlook

Endure Revitalize Flourish

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Classification | External

ENDURE Robust Balance Sheet | Sharp Post COVID Recovery

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Classification | External

Robust Balance Sheet

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NET WORTH
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2,919 2,926
2,816 2,855 2,781
31st 31st 31st 31st 30th
March March March March Sept
2018 2019 2020 2021 2021
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STRONG ASSET BASE TOTAL DEBT
471
2,979 3,024 3,051 429 415
372
2,524
2,464
278
31st 31st 31st 31st 30th 31st 31st 31st 31st 30th
March March March March Sept March March March March Sept
2018 2019 2020 2021 2021 2018 2019 2020 2021 2021
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Our Balance Sheet strength have helped in controlling the finance costs and obtain lowest interest rates from bank. Weighted Average Cost of Debt as on 30[th] Sept 2021 was 7.35%, i.e. reduction by 9 bps in last one year

9

Classification | External

RevPAR Recovery impacted due to second wave of COVID-19

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200%
Recovery Recovery
after 1 [st] after 2 [nd]
180%
wave wave
160%
R
Leisure segment
E 140%
continue to
C
120% outperform
O with recovery
100%
V more than 100%
E in Q2FY22
80%
R compared to
60% Q2FY20
Y
40%
20%
0%
Q1 FY21 Q2 FY21 Q3 FY21 Q4 FY21 Apr'21 May'21 June'21 July'21 Aug'21 Sep'21
Oberoi Leisure Oberoi Metro Trident Metro Trident Leisure Trident City Others
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Q1FY22 witnessed decline in RevPAR due to second wave of COVID-19. However, steep recovery is being witnessed from June 2021 onwards

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Classification | External *** Domestic properties represents all hotels include managed properties**

Hotels | Recovery in Domestic Properties

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82%
75%
72% 70%
68%
62% 63% 64%
59%
53%
Occupancy 48% 50% 50%
44% 43%
27% 27%
11%
Jan Feb Mar Apr May Jun Jul Aug Sep
13,727
12,995
12,657
10,293
9,497 9,308 9,210 9,354 9,551
9,373
ARR 8,821 8,881 8,728 8,644 8,596 8,409
7,220
6,787
Jan Feb Mar Apr May Jun Jul Aug Sep
11
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Classification | External *** Domestic properties represents all hotels include managed properties**

City wise revenue recovery | Domestic Properties

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Q2 FY22
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Q2 FY22
Q2 FY22
Q2 FY22
Q2 FY22
Q2FY21 Q2 FY22 Q2FY21 Q2FY21 Q2 FY22
Q2 FY22
Q2FY21
Q2FY21
Q2FY21 Q2FY21 Q2FY21
Delhi / NCR Karnataka West Bengal Maharashtra Rajasthan Himachal Pradesh Uttar Pradesh Orissa, Tamil
Nadu, Kerla
vs
74% 90% 69% 53% 141% 234% 82% 54%
Q2FY20
Total Revenue
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Classification | External *** Domestic properties represents all hotels include managed properties**

ARR & Occupancy Trends: India | Domestic Properties

*** Domestic properties represents all hotels include managed properties**

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Occ% | Q2 FY22 Occ% | Q2 FY21 Occ% | Q2 FY20
80%
70%
60%
50%
40%
30%
20%
10%
0%
Oberoi Metro Oberoi Leisure Trident Metro Trident Leisure Trident City Others Total
ARR [Rs.]
(Vilas)
Q1 FY22 9381 25314 5121 5423 4407 4806 8548
Q1 FY21 10086 19397 4305 4598 3870 4596 7532
Q1 FY20 11892 19466 8238 4290 6833 5621 9375
76%
73%
69% 68%
65%
61%
60%
58%
56% 57%
51%
49%
40% 40%
Occupancy %
22%
19% 19%
16% 16%
11% 10%
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54%

71% 72% 13

Recovery vs Q2FY20

160%

46% 110% Classification | External

54%

High on ARR and RGI – Brand Promise of being the best.

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Oberoi and Trident Hotels perform better than the competition set, while maintaining Brand Premium and Revenue Generating Index

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Classification | External

F&B Revenue | Hotels | Domestic Properties

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125 70 Cr
60 Cr
50 Cr
450%
40 Cr
30 Cr
41 43 42 40
20 Cr
28
12 10 Cr
9 10
5
0 Cr
Q1 Jul Aug Sep Q2 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Y 2020 Y 2021
FY22 FY21
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The focus on Food & Beverage Revenue continues. Q2 revenue in current quarter is higher by ` 97.6 Crs (+450%).

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Classification | External *** Domestic properties represents all hotels include managed properties**

Oberoi Leisure | Outperforming Expectations

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70%
60% Q3FY20
List of Oberoi Leisure Properties
Q4FY21
Q2FY22
FY20 Q4FY20
50% Q1FY20 The Oberoi Udaivilas
Q3FY21
Q2FY20 The Oberoi, MV Vrinda
40%
The Oberoi Vanyavilas
FY21
30% The Oberoi Rajvilas
The Oberoi Cecil, Shimla
Q1FY22
20% Q2FY21
Wildflower Hall, Shimla
The Oberoi Amarvilas
10%
The Oberoi Sukhvilas
Q1FY21
0%
- 5,000 10,000 15,000 20,000 25,000 30,000 35,000 40,000 45,000
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List of Oberoi Leisure Properties

Oberoi Leisure Resorts have started outperforming normalized year performance as well as surpassing the corresponding quarter performance

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Classification | External *** Domestic properties represents all hotels include managed properties**

RevPAR Recovery | Domestic Properties

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88%
229%
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
RevPAR [Y2021] RevPAR [Y2020]
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wave. H1FY22 witnessed sharper recovery in RevPAR as compared to 1[st]

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Classification | External

REVITALIZE

Leaders in Health and Safety | Process Efficiency | Automation | Rationalization of Fixed Costs | Environmental consciousness

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Classification | External

Leaders in Health & Safety

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Platinum rating for all hotels by Bureau Veritas

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Editor’s Choice Award Best Safety and Hygiene Protocols

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Classification | External

Boosting confidence in travel by vaccination drive

100% VACCINATED

89% of employees double vaccinated

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Classification | External

Process Efficiency | The Oberoi Centre of Excellence | Milestones achieved

Procurement

• PRODUCT STANDARDIZATION

• PRICE RATIONALIZATION  ECONOMIES OF SCALE  CONSOLIDATION  TRANSPARENCY

• TECHNOLOGY & DIGITIZATION

• E-AUCTIONS  VENDOR PORTAL  OPTIMIZED P2P CYCLE

• Financial Planning & Analysis

• AUTOMATED BUDGETARY CONTROLS  MIS STANDARDISATION/CENTRALISATION  CLEAN MASTER DATA  VALIDATION OF VENDOR MASTER

• VALIDATION OF PAN/ TDS SECTIONS

• CENTRAL DATA EXTRACTION

Tax Compliances

• TIMELY RETURN FILING

• TIMELY TAX PAYMENTS  MONTHLY GSTR RECONCILIATION  GST RATIO STANDARDIZATION  MONTHLY 2A RECONCILIATION

13 Units managed by TOCE received Certificate of Appreciation from Ministry of Finance for prompt filing of returns during financial year ended 31[st] March 2021

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Classification | External

Process Efficiency | The Oberoi Centre of Excellence | Milestones achieved

Accounts Receivable

Accounts Payable

Financial Closing

	TIMELY BILLING		TIMELY PAYMENTS		QUICKER MONTHLY CLOSURE
	DEDICATED SPOC		VENDOR PORTAL		EARLIER STATUTORY FINALISATION
	CUSTOMER SATISFACTION		ONLINE BILL SUBMISSION		CENTRAL DATA EXTRACTION
	DAILY SETTLEMENT		DEDICATED SPOC		AUTOMATED BANK RECONCILIATION
	TDS RECONCILIATION		VENDOR SATISFACTION		CENTRALISED CAPITALISATION
	ROBUST FOLLOW UP		DIGITAL DOCUMENTS		AUTOMATED RELATED	PARTY
	EFFICIENT RECOVERY				DISCLOSURES
					STANDARDISED FINANCIALS
					SEAMLESS CONSOLIDATION

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Classification | External

Process Efficiency | The Oberoi Centre of Excellence | Milestones achieved

Income Audit

Dashboarding & Data Analytics

Treasury

• STANDARDISED PROCESSES  REAL-TIME DYNAMIC DASHBOARDS  CENTRALISED ONLINE BANKING

• UNIFORMITY IN REPORTING  FULLY STANDARDIZED MIS  DAILY FUND MONITORING  STRONG INTERNAL CONTROL  INTEGRATED DATA FLOW  EFFICIENT INVESTMENTS  REAL TIME TRACKING  MIS EFFECTIVENESS  COST-EFFECTIVE DEBT  PAPERLESS ENVIRONMENT  KPI MONITORING  CENTRALISED BANK GUARANTEES  AUTOMATED CHECKS  CENTRALISED REPORTING

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Classification | External

CONSOLIDATED

Financial Agility | Significantly enhanced operational efficiencies

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-29% -24%
Vs. Q2FY20 Vs. Q2FY20
400
350
300
248
240
250
200 172
150
85
100
50 8
0
Revenue Expenditure EBITDA
-50
192% 39%
-100 Vs. Q2FY21 Vs. Q2FY21
-87
-150
Q2 FY22 Q2 FY21 Q2 FY20
351
316
Rs In crores 35
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Efforts towards implementing efficient cost structure through rationalization of human capital (~29% reduction in executive & staff from Sep 2019 to Sep 2021 for the group) and technological advancements have resulted into sustainable savings in fixed expenses

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Classification | External

STANDALONE

Financial Agility | Significantly enhanced operational efficiencies

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-31% -21%
Vs. Q2FY20 Vs. Q2FY20
350
315
300
271
250
217 214
200
156
150
100
70
43
50
3
0
Revenue Expenditure EBITDA
-50
213% 37%
-100 Vs. Q2FY21 Vs. Q2FY21
-86
-150
Q2 FY22 Q2 FY21 Q2 FY20
Rs In crores
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Efforts towards implementing efficient cost structure through rationalization of human capital and technological advancements have resulted into sustainable savings in fixed expenses

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Classification | External

STANDALONE

Financial Agility | Significantly enhanced operational efficiencies

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Vs. Q2FY20
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-18% -22% -29% -16% -23%
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Efficiencies
Total Expenses
21%
Fixed Cost
16%
Corporate cost
28%
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Consumption Of Power & Fuel Repairs incuding Other Payroll & Related Provisions, Wines replacement Adminstrative (incl. TPC) & Others expenses Q2 FY22 Q2 FY21 Q2 FY20 Q2'22 vs. Q2'20

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Classification | External

STANDALONE

Financial Agility | Significantly enhanced operational efficiencies

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500
390
400
+ 126 Crs + 37 Crs
308
300
217 214 EBITDA
177 Positive in
200
Q2 FY22
90
100
Q1 Q2 H1 Q1 Q2 H1
3
0
Revenue Expenditure Q1 EBITDA H1
-100
-83
-86
-200
Q1 FY22 Q2 FY22 H1 FY22
Rs In crores
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Classification | External

Digitisation and Automation

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Document  Documentation in digital form

Management  Easy retrieval of information as and when required  System Significant reduction in use of paper.

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• End-to-end visibility of processes besides real-time tracking of the status of progress.

Workflow based

• Strong internal controls through effective delegation of authority

processes

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• Usage of system tools for consolidation and real time reporting,

• Efficient and timely reporting to management

Seamless consolidation

• Obviates the chances of human errors inherent in a

manual consolidation process.

• Repetitive tasks being done by software technology,

• Robotics  Saving valuable human effort and time

• Reducing the chances of errors and frauds.

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Classification | External

Reducing our Carbon Footprint | Energy Conservation

Commissioning of Solar Plants

• Solar Plants with a capacity of 3.0 MWp commissioned

The Oberoi The Oberoi Vanyavilas Udaivilas 0.4 MWp 1.0 MWp Trident Trident Agra Udaipur 0.6 MWp 1.0 MWp

• Expected to generate 4.2 mn units p.a. thereby reducing the carbon footprint

• Annual estimated cost reduction of ~86% at hotels where solar plants are being commissioned

Hotels consuming Renewable Energy

• •

• The Oberoi Gurgaon Trident Udaipur

• • • Trident Gurgaon The Oberoi Bengaluru

• • • The Oberoi Vanyavilas Trident Bandra Kurla

• • • The Oberoi Udaivilas Trident Chennai

• • • Trident Agra OFS, Chennai

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Classification | External

Keeping it Clean

Oberoi Hotels and Resorts continue to follow highest standard of health, hygiene and safety of our guests and employees in keeping with WHO guideline.

Demonstrated by implementation of the state of the art technology to ensure guests are able to experience pollution free clean air at The Oberoi, New Delhi.

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Real-time update on AQI (PM2.5) of rooms as compared to London and New York.

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As per WHO recommendation, PM 2.5 less than 50 is considered to be healthy.

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Classification | External

FLOURISH Leadership in Domestic Leisure | Food & Beverage | Alliances | Guest Recognition

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Classification | External

EIH Limited | PerformanceHighlights

Quarter ended September 2021

32

Classification | External

STANDALONE P&L	QTR 2	QTR 2		STANDALONE P&L	H1	H1
Figures in Rs Crores rounded off	FY22		FY21	Figures in Rs Crores rounded to nearest first decimal	FY22		FY21
Revenue from Operations	201.6		60.5	Revenue from Operations	280.9		88.9
Other Income	15.7		9.0	Other Income	26.6		19.0
TOTAL INCOME (A)	217.3		69.5	TOTAL INCOME (A)	307.5		107.9
Consumption	30.5		10.4	Consumption	44.6		15.4
Employee Benefits (Incl. TPC)	91.5		82.0	Employee Benefits (Incl. TPC)	180.4		178.2
Power, Fuel & Light	20.4		16.3	Power, Fuel & Light	36.0		27.9
Administrative & Other Expenses	71.5		47.0	Administrative & Other Expenses	129.4		88.0
TOTAL EXPENDITURE (B)	213.9		155.7	TOTAL EXPENDITURE (B)	390.4		309.5
EBITDA = (A) – (B)	3.4		(86.2)	EBITDA = (A) – (B)	(82.9)		(201.6)
Less:Depreciation & Amortization	28.5		30.8	Less:Depreciation & Amortization	57.0		61.8
EBIT	(25.1)		(117.0)	EBIT	(139.9)		(263.4)
Less: Finance Costs	8.4		12.3	Less: Finance Costs	16.2		23.3
PBT	(33.5)		(129.3)	PBT	(156.1)		(286.7)
Less: Exceptional Items	27.4		20.3	Less: Exceptional Items	27.4		20.3
Less: Tax including Deferred Tax	(10.5)		(34.3)	Less: Tax including Deferred Tax	(40.0)		(73.5)
PAT	(50.4)		(115.3)	PAT	(143.5)	33	(233.5)
			~~Classificat~~ion	Exte~~rnal~~

Consolidated P&L		Q2	Q2	Q2	H1	H1	H1	34
Figures in Rs Crores rounded off		FY22 (Actual)	FY21 (L.Y.)	Variance %	FY22 (Actual)	FY21 (L.Y.)	Variance %
Revenue from Operations		230.0	71.9	220%	326.0	101.6	221%
Other Income		17.8	12.9	38%	32.5	27.8	17%
TOTAL REVENUE (A)		247.8	84.8	192%	358.5	129.4	177%
Consumption		32.9	11.0	199%	48.3	16.3	196%
Employee Benefits		102.2	91.3	12%	201.2	198.6	1%
Administrative & Other Expenses		104.6	69.7	50%	187.6	127.7	47%
TOTAL EXPENDITURE (B)		239.7	172.0	39%	437.1	342.6	28%
EBITDA = (A) – (B)		8.1	(87.2)		(78.6)	(213.2)
Less: Depreciation & Amortization		31.4	34.0		63.1	68.2
EBIT		(23.3)	(121.2)		(141.7)	(281.4)
Less: Finance Costs		9.6	13.7		18.7	26.3
PBEIT		(32.9)	(134.9)		(160.4)	(307.7)
Share of net profit of associates and joint ventures		(9.6)	(17.2)		(26.9)	(39.1)
Exceptional Items		0.0	2.5		0.0	2.5
Tax Expense		(5.1)	(35.8)		(35.6)	(78.4)
PROFIT / (LOSS) FOR THE PERIOD		(37.4)	(118.8)		(151.7)	(270.9)
Items that may not be reclassified to Profit or Loss		(1.4)	2.2		(0.5)	1.5
Items that may be reclassified to Profit or Loss		0.7	(17.8)		7.6	(11.5)
Total Other Comprehensive Income / Loss (net of tax)		(38.1)	(134.4)		(144.6)	(280.9)
Less: Non-Controlling Interest in total comprehensive income		(0.2)	(3.9)		(1.0)	(5.4)
Total Comprehensive Income / (Loss) for the period		(37.9)	(130.5)		(143.6)	(275.5)

Classification | External

Strong Brand Positioning and Focus Areas

35

Classification | External

Enhancing Brand Visibility in Luxury segment – Driving brand Preference

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Classification | External
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Dominant in Direct Segment with Offline and Online presence

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• Direct segment collectively has surpassed the room nights ever done.

• This includes the foreign traffic from this segment in the previous year

• Change in the segment especially OTA and Website channel indicates the behavior shift

37

Classification | External

Brand

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Book Direct
Website -
Focused and Aggressive
marketing initiative to
promote direct
bookings
on www.oberoihotels.com
June July Aug Sept
• Irresistible • Packages promotions • Book Direct and BRG •
3rd Night Comp/ Extended
•
•
Offers- Home The Oberoi 3rd night comp Stay Offer
•
15% savings •
Away From Vanyavilas campaign 50% Savings on 2nd night-
•
Home, The • 3rd Night Up to 20% off on city TOM
Himalayan • complimentary15% off for Citi • hotels20% off for SBI •• Diwali HampersMembers Saving- 15%
Escape, Perfect
members members on Trident • Book Direct Paid Campaign
Getaway, Work
City Hotels •
• Oberoi Select & Trident
from Anywhere, 20% Savings flash sale •
Urban Escape • BRG 15% savings for AMEX members Subscribe 38
Classification | External
R
T R
E
S E
B
U B
L Y M
G O
U E
T
J T
A U C
P
E O
S
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Brand websites offer “Best Rate Promise”

Classification | External

39

Continue Dominating in Large Corporates and Medium Entreprise - An exclusive subscription program for Corporates and SMBs

40

Classification | External

41

Classification | External

Customer Loyalty and Brand Alliances

42

Classification | External

OHR | Oberoi One

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Classification | External

Oberoi One - Members

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44

Classification | External

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Higher Reach with Alliance Partnerships

• Centurion & Platinum

• • All consumer cards

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• Prive

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• Elite + Prime Cards + All Consumer Cards= 2 Million

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World Elite Customers

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• Oberoi Hotels & Resorts :

• Magnus Members.

• • Burgundy + Reserve Card Holders.

• Trident Hotels:

Privilege +Select + Vistara + MMI+ Magnus+ Reserve+ Burgundy Private+ Signature + Infinite

45

Classification | External

Cou Cou – Building affinity with Millennial at JIO World Drive, BKC

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Classification | External

– CouCou Building Affinity with Premium Millennial and Next Gen Consumers

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Classification | External

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All day, everyday indulgence

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WHAT IS COU COU?

A modern French-style patisserie to satiate your cravings for everyday indulgences. For those who appreciate good food, new flavours, travel, unique adventures and experiences - COU COU is for you.

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Classification | External

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Our 'Le Extraordinaire Chefs', the COU COU lifeline. The ones who integrate more love and flavours to everyday indulgences.

Chef Pierre & Chef Pratik

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Classification | External

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If COU COU was to be briefed down in one word, 'scrumptious' would be that word. Be it your morning coffee and pastry to commence the day, daily yummy treats, or evening drinks with friends, we are here to integrate some extra love throughout the day.

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Classification | External

Glimpse Of Launch Day

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• Instagram Follower Stats: • Launch Day- 500

• • Post- launch – 806

• • We have organically gained 700+ followers in a time span of 2 days.

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Classification | External

BusinessFootprint Quarter ended September 2021

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Classification | External

Corporate Structure

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Hotel Business
EIH Limited Non Hotel Business
Within EIH
Mumtaz Hotels Mashobra Resort EIH Associated Hotels
EIH International Ltd 13 Hotels + Luxury Cruiser
Limited Limited Limited
 The Oberoi  The Oberoi, New Delhi  Wildflower Hall, Shimla
Amarvilas  The Oberoi, Mumbai  The Oberoi Rajvilas
EIH Holdings Ltd  The Oberoi Cecil
 The Oberoi, Bangalore  Trident Chennai
 The Oberoi, Bali  The Oberoi Grand  Trident Bhubaneswar
 The Oberoi, Lombok (Managed by EIH)  The Oberoi Udaivilas (Managed by EIH)  Trident Agra
 The Oberoi, Mauritius  The Oberoi VanyavilasTrident, Nariman Point, Mumbai  Trident JaipurTrident Udaipur
 The Oberoi, Sahl Hasheesh, Egypt  Trident, Bandra Kurla, Mumbai  Trident Cochin
 Motor Vessel Vrinda
Managed Hotels:  Maidens Hotel, Delhi (All hotels managed by EIH)
 The Oberoi, Dubai Managed by EIH :
 The Oberoi Beach Resort Al Zorah  Trident, Gurgaon
 The Oberoi Gurgaon
 The Oberoi Zahra (Nile Cruiser)  The Oberoi Sukhvilas
 The Oberoi Marrakech  Trident Hyderabad
EIH Flight Services
Other Businesses (Within EIH) Mercury Car Rentals (P) Limited
Limited, Mauritius
OFS & OAS Business EIH Printing Press Air Charter Services OFS, Mauritius Car Rental Business (Joint Venture with
Avis, Europe)
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Hospitality and Travel focused business model

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Classification | External

HOTELS IN INDIA

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Shimla in the Himalayas
New Chandigarh
Trident,
Gurgaon
Trident, Agr a
Trident,
Jaipur
Jaipur
Resort,
Trident, Ranthambhore
Udaipur Udaipur
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1591 keys under The Oberoi Brand 2172 keys under Trident Brand

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Kolkata
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Mumbai
Trident Trident, Trident,
, Bandra Nariman Bhubaneswar
Kurla Point
Trident,
Hyderabad
Trident,
Chennai
Trident,
Cochin
Luxury Kerala
Cruiser
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33 Hotels and Resorts in 7 countries. 4512 keys Where the Guest is Everything.

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Classification | External

OBEROI HOTELS & RESORTS AROUND THE WORLD

The Oberoi Philae, Luxury Nile Cruiser, River Nile, Egypt The Oberoi Beach Resort, The Oberoi, Marrakech The Oberoi Zahra, Al Zohra Luxury Nile Cruiser The Oberoi, Dubai The Oberoi Beach Resort, Sahl Hasheesh, Egypt The Oberoi Madina The Oberoi Beach Resort, Bali The Oberoi Beach Resort, Lombok The Oberoi Beach Resort, Mauritius Classification | External

749 keys under The Oberoi Brand

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[excluding India]

THANK YOU

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Classification | External