Mohan Singh Oberoi, born on August 15, 1898, in the undivided Punjab province of India, is a testament to resilience and ambition. Orphaned at six months when his father succumbed to an epidemic, Mohan was raised by his mother, who prioritized his education despite their impoverished circumstances. This foundation paved the way for his future endeavors in the hospitality industry.
At the age of 16, Mohan moved to Lahore to attend D.A.V. College. There, he mastered the English language and secured a part-time job at a shoe factory. Demonstrating a keen understanding of design and production processes, he swiftly rose from a worker to a supervisory and then a managerial role. However, the political unrest following the Rowlatt Act of 1919 led to widespread protests, adversely affecting businesses, including the shoe factory, which eventually closed in 1922.
Facing unemployment and with a new family to support—having married Ishran Devi and fathered a daughter—Mohan sought opportunities in Shimla, the summer capital of British India. Initially rejected due to his modest appearance when applying for a clerk position at the prestigious Cecil Hotel, his persistence paid off. Impressing the manager with his fluent English, he secured a job as a front desk clerk with a monthly salary of ₹50.
Mohan’s innovative mindset soon became evident. He proposed using coal dust balls in the hotel’s boilers, a cost-effective solution that also improved efficiency. This ingenuity led to a promotion to guest clerk and increased responsibilities, allowing him to gain comprehensive knowledge of hotel operations.
In 1927, when the Cecil Hotel’s manager, Mr. Clarke, purchased the Carlton Hotel (later renamed Clarke’s Hotel), he offered Mohan a partnership. Mohan and his wife dedicated themselves to enhancing the hotel’s appeal, personally overseeing quality control and guest relations. Their hands-on approach led to a significant increase in occupancy rates.
When Mr. Clarke decided to sell the hotel due to personal reasons, Mohan faced a pivotal moment. Determined not to lose what they had built, he and his wife sold their jewelry and borrowed money at high interest to purchase the hotel for ₹20,000. Through relentless effort and frugal living, they repaid the debt within two years, solidifying Mohan’s status as a hotel owner.
Ambitious and forward-thinking, Mohan set his sights on larger ventures. In 1934, he leased the Grand Hotel in Calcutta (now Kolkata), a 500-room establishment that had closed following a typhoid outbreak. Undertaking extensive renovations, he restored its grandeur and implemented strict hygiene practices, regaining public trust.
World War II presented both challenges and opportunities. When the British requisitioned the Grand Hotel to house soldiers, Mohan negotiated a contract to manage accommodations and catering, turning potential loss into profit. His strategic adjustments—such as maximizing space and modifying services—ensured the hotel’s profitability during tumultuous times.
Post-war, Mohan expanded his empire by acquiring controlling interest in Associated Hotels of India (AHI), which owned several premier hotels, including his former workplace, the Cecil Hotel. Not content with domestic success, he ventured internationally, establishing the Oberoi Group’s presence in countries like Egypt and Singapore.
Under his leadership, the Oberoi Group introduced pioneering hospitality concepts in India, such as 24-hour room service and private butlers, setting new standards in luxury accommodation. His commitment to excellence earned him numerous accolades, including the Padma Bhushan in 2001, one of India’s highest civilian honors.
Mohan Singh Oberoi passed away on May 3, 2002, leaving behind a legacy of innovation, perseverance, and unparalleled contributions to the global hospitality industry. Today, the Oberoi Group stands as a symbol of luxury and exceptional service, operating 32 luxury hotels across several countries.
Did You Know?
First Indian Hotelier to Go International: Mohan Singh Oberoi was the first Indian to work with international chains, bringing global standards to Indian hospitality.
Pioneer of Heritage Hotels: He was instrumental in converting royal palaces into luxury hotels, starting with the iconic Oberoi Grand in Kolkata.
Education Advocate: Beyond hospitality, Oberoi established several institutions to promote education and professional training in hotel management.
Family Legacy: His son, Prithvi Raj Singh Oberoi, and grandson, Vikram Oberoi, continue to lead the Oberoi Group, upholding the values and standards he set.
Environmental Stewardship: The Oberoi Group has been recognized for its sustainable practices, blending luxury with environmental responsibility.
