NEW ASS-1 Tarun 123

Hospitality – 1 Assignment
Learner’s Name I Tarun satya kumar

Course Title HTCS
Assessor’s Name Mr. UtpalDeka
Internal Verifier
Name
Unit Number and Unit 7 Hospitality – Room Management
Title
Assignment Title
Outcome Unit – 7
Number(s) and LO1 : Explore the growth of the hotel industry
Statement(s) LO2: Examine the effectiveness of front office
services LO3: Investigate the role
ofhousekeeping
LO4: Use Fidelio software for Hotel Room Management
Date Set 21/01/2022 Hand In Date 22/01/2022
Learner Declaration
I confirm that the work submitted for this assignment is my own.
Learner’s Name I Tarun Date 22/01/2022
Instruction Your assignment will not be accepted
if it does not contain the list of source
details of the text material referred to
and the details of the people
contacted in accomplishing this
project and the tasks attached.
Introduction
Purpose/Aims
 Explain the growth of the hotel industryworldwide
 Compare the facilities of different types of hotels

inIndia
 Analyse the range of services provided by the
front office tomeet guest expectations, using
appropriateterminology
 Explain the importance of the role ofhousekeeping
 Compare a range of amenities supplied for different
types ofguests
 Demonstrate the reservation process through correct
use ofFidelio
 Evaluate the benefits of technology to the hotel, staff,
and guestswho come into contact with the frontoffice.

Backgroun You have been selected as a Front Office Assistant of a 5 star
d or Hotel. As part of your six months Probation you will undergo
Scenario on the job exposure in Accommodation Operations & handle
various situations which are typical to Hotel operations. On
successful completion of this period you will be deputed as a
Front Office Supervisor with independent responsibilities.
Keeping this in mind you should take a lot of initiative &
approach your assignments in an individualistic &
creativemanner.
TASK
–1
ROLE PLAY
Chandini(Role – Manager)
Tarun satya kumar (Role - Guest)
Srinivas (Role - Front Office Executive)
Priyadarshini (Role - Front Office Associate)
Nidhi (Role – Welcoming guest (GRE) )
Bhavani (Role - Reciptionist)
Priyanka(Role – Assistant Executive)
Telephone handling
Manager)
Departure
Welcoming the guest

De
- Front Office Executive
– Assistant Executive
TASK – 2
FIDELIO
FIDELIO
Guidelines: Students to attempt the below questions for getting PASS/ MERIT/
DISTINCTION
1. Write your responses in the space provided below the questions
2. Review your answers before submitting the Assignment
TIMELINE: You can take upto One week to submit the Assignments
Ques 1. Select two renowned chains of hotels (one domestic & one
International) and trace its history right from the time of its inception. Also
compare the facilities offered by the hotel chains. Write your findings
below. (PASS)
Ans.
CHAIN HOTEL
CHAIN HOTEL
DOMESTIC INTERNATIONAL
Domestic chain is Indian origin International chain is Foreign Hotels

E.g. The Leela Hotel, Taj, ITC which are working within our
Welcome Group country
E.g. Hilton, Holiday Inn
, 8:27 PM Four Seasons Hotels and Resorts - Wikipedia
wikipedia.org/wiki/Four_Seas
https://en.m.
ons_Hotels_and_Resorts# 2/23
Four Seasons Hotel and
Residences in Yorkville, Toronto

Canadian businessman Isadore
Sharp founded Four Seasons in
1960. While a young architect
working for his father, Sharp
designed a motel for a family
friend; its success motivated him
to try creating his own hotel. He
bought a large parcel of land in a
run-down area of Toronto and
planned a stopover for business
travelers; the Four Seasons
Motor Hotel opened in 1961 with
initial investors, Murray Koffler,
Fred Eisen, and Eddie Creed.[8]
Four Seasons built more hotels,
including the 1963 Inn on the

Park, a $4 million two-story resort
hotel in suburban Toronto that
housed Canada's first
discothèque.[9][10] Upscale
luxury became part of the brand
when the company expanded to
London. When a developer
approached Four Seasons about
building a hotel in London, Sharp
planned it to compete with the
city's old-world, elite hotels, such
as Claridge's and The
Connaught. [4] The Inn on the
Park hotel in London opened in
1970.[5] The lead consultant was
the architecture firm Aedas. [11]

In 1974, cost overruns at the
Four Seasons Hotel Vancouver
nearly led the company into
bankruptcy. As a result, the
company began shifting to its
current, management-only
business model, eliminating costs
associated with buying land and
buildings. The company went
public in 1986.[5] In the 1990s,
Four Seasons and Ritz-Carlton
began direct competition, with
Ritz-Carlton emphasizing a
uniform look while Four Seasons
emphasized local architecture
and styles with uniform service; in

the end Four Seasons gained
market share.[5] History 1/21/22,
8:27 PM Four Seasons Hotels
and Resorts - Wikipedia
https://en.m.wikipedia.org/wiki/Fo
ur_Seasons_Hotels_and_Resorts
# 3/23 Built in 1986,[12][13] Four
Seasons Hotel Austin is a nine-
story hotel on 2.3 acres of land
on the Lady Bird Lake's north
shore.[14] In 1997, Four Seasons
Hotel Austin became the first
hotel to have "a high-speed
wireless Internet network" after
Wayport, Inc. set it up there for
testing wireless Internet

networks.[15] The hotel hosted
Queen Elizabeth II in 1991 when
she visited Texas.[16] It was
acquired by Anbang Insurance
Group from the Blackstone Group
for $359.7 million in 2016.[14]
Economic downturns in the early
and mid-2000s affected the
company. When the September
11 attacks caused the collapse of
the travel industry, Four Seasons
refused to cut room prices in
order to preserve the perceived
value of the brand, which caused
tension with property owners who
were losing money.[5] The

company recovered, and in 2007
it agreed to a buyout by Microsoft
Chairman Bill Gates and Prince
Al-Waleed bin Talal of Saudi
Arabia for $3.8 billion.[17] The
pair own 95 percent of the
company, in equal shares, and
Sharp owns the rest.[5]
Challenges returned again during
the financial crisis of 2007–2010.
The company made the first
corporate layoffs in its history,
cutting 10% of its Toronto
workforce.[5] In April 2010, after

a yearlong dispute with
Broadreach Capital Partners and
Maritz, Wolff & Co., owners of the
Aviara resort near San Diego, an
arbitration panel ruled that, while
both parties contributed to the
demise of the business
relationship, Four Seasons had
not violated its management
agreement. The arbitrators
ordered Broadreach to pay Four
Seasons to terminate the
contract."[18] The resort is no
longer a Four Seasons. Four
Seasons has continued to add
more hotels and resorts to its

portfolio, notably in China. It
opened a new hotel in Hangzhou
in 2010 and Guangzhou, Beijing,
and a second property in
Shanghai in 2012. In India, it has
one hotel in Mumbai. [19] In
2013, it opened its first hotel in
Russia in the Lobanov-Rostovsky
Palace in St. Petersburg, and
later opened a second hotel in
Moscow. In Indonesia, it has one
hotel in Jakarta and another two
in B ali.
In October 2012, Four Seasons

opened a new 259 room Toronto
hotel in Yorkville, designed by
internationally known design firm
Yabu Pushelberg. The hotel
includes an upscale restaurant
led by celebrity chef Daniel
Boulud. It was hailed by The
Globe and Mail as "the renewal

of an iconic Canadian brand in its
hometown".[20] The penthouse
was bought by entrepreneur
Robert Österlund (founder of
Xacti, LLC and Inbox.com) for a
Canadian record price of over
$28 million.[21] In 2009, founder
Sharp wrote a memoir titled Four
Seasons: The Story of Business
Philosophy. It contained a
historical chronicle of the hotels
since its inception.[22] In
September 2021, Cascade
announced it will increase its
existing 47.5% stake to 71.25%
by purchasing, for $2.21 billion in

cash, half of the existing 47.5%
stake owned by the Saudi
Kingdom Holding Company
(KHC).[23] Business model
Four Seasons Hotels and

Resorts - Wikipedia
https://en.m.wikipedia.org/wiki/Fo
ur_Seasons_Hotels_and_Resorts
# 5/23 Four Seasons Hotel in
Amman Four Seasons does not
own any of its properties;[24] it

operates them on behalf of real
estate owners and developers.
For example, its New York
Downtown hotel/residence is
owned by Silverstein Properties,
and its Las Vegas hotel is part of
the Mandalay Bay complex. The
contracts between Four Seasons
and property owners typically
permit the company to participate
in the design of the property and
run it with nearly total control over
every aspect of the operation.[5]
Four Seasons generally earns
three percent of the gross income
and about five percent of profits

from the properties it operates,
and the property owners are
required to additionally contribute
money for chain-wide sales,
marketing and reservations
systems. Four Seasons hotels
have larger staffs than competing
chains, and the company
maintains separate reserve
accounts for each hotel to cover
upkeep costs. Profit margins are
relatively low, but the brand
attracts developers through the
hotels' reputation as solid assets
for loan collateral or resale.[5]
Four Seasons also produces a

complimentary magazine for
guests that is supported by
advertising revenue. Four
Seasons has a fractional
ownership division, Four Seasons
Residence Clubs. Interior of the
Four Seasons Hotel and Resort
in Macau Four Seasons Hotel
and Tower in Miami, Florida
Residential rentals
Our story wrote its early chapters in 1934 in Shimla where Mr. M.S. Oberoi
pioneered the idea of luxury hospitality in India by opening his first hotel.
The lessons self-taught, the inevitable mistakes made, the wisdom gained,
the prestigious awards won. All have formed the compass for successive
generations of Oberois.
To this day, we still

practice the most simple
and uncommon of operational
philosophies that began with Mr.
M.S. Oberoi himself and now
echoed by his son and current
chairman Mr. P.R. S. Oberoi: The
guest is everything.
Our joy comes from ensuring
each is seen and valued as a
person, a friend, a family member
who has come to stay. It ‘s
present in every gesture through
words spoken or unspoken, in

ways that are obvious and in
ways that are quietly respectful of
one’s time and privacy.
You will be hard pressed to find
properties as beautiful as ours or
restaurants, guest rooms and
facilities that are as exceptional.
But these are not what give
Oberoi Hotels & Resorts its
incomparable reputation.
What our guests speak about
most is that singular experience
of being truly seen, heard and
understood. Something no other
hotel or resort can emulate. The
astonishing effect one feels from

an act, a gesture, a word; that is
heart felt.
The Group
The Oberoi Group,
founded in 1934, operates 32
hotels, Nile Cruisers and a Motor
Vessel in the backwaters of
Kerala. The Group has presence
in seven countries under the
luxury 'Oberoi' and five-star
'Trident' brand. The Group is also
engaged in flight catering, airport
restaurants, travel and tour
services, car rentals, project

management and corporate air
charters.
Our commitment
Dharma
Mission & Vision
Leadership
Our commitment
The Group's commitment to excellence, attention to detail and personalised service has ensured a loyal
list of guests and accolades in the worldwide hospitality industry.
Recognising the importance of quality training in hospitality management, The Oberoi Group
established The Oberoi Centre of Learning and Development in New Delhi in 1966. Today, this institution
is considered amongst the best in Asia with approximately 100 students graduating each year.
The Oberoi Group is committed to employing the best environmental and ecological practices in
technology, equipment and operational processes. The Group also supports philanthropic activities and is
a keen contributor to the conservation of nature and cultural heritage.
The Oberoi Group -Dharma

We, as members of The Oberoi Group are committed to display through our behaviour and actions the
following conduct, which applies to all aspects of our business:
 Conduct which is of the highest ethical standards - intellectual, financial and moral and reflects the highest
levels of courtesy and consideration for others.

 Conduct which builds and maintains teamwork, with mutual trust as the basis of all working relationships.
 Conduct which puts the customer first, the Company second and the self last.
 Conduct, which exemplifies care for the customer through anticipation of need, attention to detail,
excellence, aesthetics and style and respect for privacy, along with warmth and concern.
 Conduct which demonstrates a two-way communication, accepting constructive debate and dissent whilst
acting fearlessly with conviction.

 Conduct which demonstrates that people are our key asset, through respect for every employee, and
leading from the front regarding performance achievement as well as individual development.
 Conduct which at all times safeguards the safety, security, health and environment of guests, employees
and the assets of the Company.
 Conduct which eschews the short-term quick fix for the long-term establishment of a healthy precedent.
The Oberoi Group - Mission

Our Guests
We are committed to meeting and exceeding the expectations of our guests through our unremitting
dedication to every aspect of service.
Our People
We are committed to the growth, development and welfare of our people upon whom we rely to make this
happen.
Our Distinctiveness
Together, we shall continue the Oberoi tradition of pioneering in the hospitality industry, striving for
unsurpassed excellence in high-potential locations all the way from the Middle East to the Asia-Pacific.
Our Shareholders
As a result, we will create extraordinary value for our shareholders.
The Oberoi Group - Vision
 We see an organisation which aims at leadership in the hospitality industry by understanding its guests;
and designing and delivering products and services which enable it to exceed their expectations. We will
always demonstrate care for our customers through anticipation of their needs, attention to detail,
distinctive excellence, warmth and concern.

 We see a lean and responsive organisation where decision making is encouraged at each level and which
accepts change. An organisation that is committed and responsive to its guests and other stakeholders.
 We see a multi-skilled workforce; which consists of team players who have pride of ownership in
translating the organisation's vision into reality.
 We see an organisation where people are nurtured through continuous learning and skill improvement;
and are respected, heard and encouraged to do their best. The Oberoi Group is recognised as best
practice for training and developing its people.

 We see a diverse workforce which has been exposed to different cultures, problems and situations and
can use its experiences to enrich the local employees whether in India or overseas.
 We see the world dotted with hotels of The Oberoi Group, in strategic commercial and resort locations.
 We see user-friendly technology enhancing value for our customers and helping our personnel by making
information more accessible.
 We see an organisation which is conscious of its role in the community, supporting social needs and
ensuring employment from within the local community.

 We see an organisation which is committed to the environment, using natural products and recycling
items, thus ensuring proper use of the diminishing natural resources.
Our Founder Chairman
Rai Bahadur
Mohan
Singh Oberoi
Founder Chairman, The
Oberoi Group
Early Life
Rai Bahadur Mohan
Singh Oberoi was born on
15th August, 1898 in
erstwhile undivided
Punjab, which is now in
Pakistan. He was only six
months old when his
father died. Success and
fortune did not, therefore,

come easily to him.
Initiative, resourcefulness
and hard work, combined
with the capability to face
and overcome the most
overwhelming odds can
best characterise this
phenomenal
entrepreneur.
Mr. M.S. Oberoi

completed his primary
education in Rawalpindi
and moved to Lahore for
his Bachelor’s degree.
Shortly thereafter, to flee
the ravages of a virulent
plague, he went to seek
his fortune in Shimla, the
summer capital of British
India. Arriving penniless,
he found a job at a
monthly salary of INR 50,
as the front desk clerk at
the Cecil Hotel. Today,
The Oberoi Group owns

the hotel The Oberoi Cecil
where the young Mr.
Oberoi found his métier.
The diligence, enthusiasm

and intelligence displayed
by Mr. Oberoi impressed
Mr. Grove, the manager
of the hotel. A quick
learner, Mr. Oberoi did not
restrict his efforts to
fulfilling the job
description of a desk clerk

but sought and
shouldered additional
responsibilities. A few
years later, when Mr.
Clarke acquired a small
hotel he asked Mr. Oberoi
to assist him. It was here,
at Clarkes Hotel, that Mr.
Oberoi gained first hand
experience in all aspects
of operating a hotel.
Budding Entrepreneur
In 1934, Mr. Oberoi
acquired his first property,
The Clarkes Hotel, from
his mentor by mortgaging
his wife’s jewellery and all
his assets. Four years
later, he signed a lease to
take over operations of
the five hundred rooms
Grand Hotel in Calcutta
that was on sale following
a cholera epidemic. With
his customary confidence

and sheer determination
to succeed, he was able
to convert this hotel into a
highly profitable business
venture.
Over several years, Mr.

Oberoi had purchased
shares in Associated
Hotels of India (AHI),
which owned Cecil and
Corstophans hotels in
Shimla, Maidens and

Imperial hotels in Delhi
and a hotel each in
Lahore, Murree,
Rawalpindi and
Peshawar. In 1943, Mr.
Oberoi acquired
controlling interest in AHI.
He thus became the first
Indian to run the country’s
largest and finest hotel
chain. In the tumultuous
years just prior to Indian
independence, Mr. Oberoi

met and intimately
interacted with the would-
be leaders of Free India,
all of whom were, at one
time or
other,
guests
at his
hotels.
International Pioneer
Having consolidated his

early ventures, Mr. Oberoi
became the first Indian
hotelier to enter into an
agreement with an
internationally renowned
hotel chain, to open the
first modern, five-star
hotel in the country. The

Oberoi Inter Continental,
in New Delhi opened in
1965. The I-Con, as it
became popularly known,
offered facilities that no
other hotel in the country
matched and was India’s
first luxury hotel.
This achievement was

enhanced with the
opening of the 35-storey
Oberoi Sheraton in
Bombay, in 1973. Mr.
Oberoi was the first Indian
to work in association with
international chains to
woo international
travellers to India. This led
to a heavy influx of
international travellers
and foreign occupancy
soared to an average of
85%. This enabled the
Oberoi Hotels to
significantly contribute to
India’s foreign exchange
earnings.
Another pioneering
landmark was the
establishment in 1966 of
the prestigious Oberoi
School of Hotel
Management, recognised
by the International Hotel
Association in Paris.
Considered India’s
premier institute, the

school is now known as
The Oberoi Centre of
Learning and
Development and
continues to provide high
quality professional
training in hospitality
management.
Other notable firsts were

the decision to employ
women in his hotels and
to establish a chain of
ancillary industries
producing and supplying
items like consumables
and stationery to ensure
the highest quality. The
Oberoi Group was also
the first to start flight
catering operations in
India, in 1959. The Oberoi
Flight Services, located in
New Delhi, Mumbai,
Cochin and Chennai,
provide in-flight meals of

international quality to
reputed airlines.
Mr. Oberoi realised that

the hotel and hospitality
business is greatly
dependent on travel
agents, a vital element in
the distribution chain.
Therefore, he decided to
establish his own travel
agency. Mercury Travels,
part of The Oberoi Group,

ranks amongst the
leading travel agencies in
India.
With vision and

imagination, Mr. Oberoi
converted old and
dilapidated palaces,
historical monuments and
buildings into magnificent
hotels such as The Oberoi
Grand in Calcutta, the
historic Mena House

Oberoi in Cairo and The
Windsor in Australia. It
was, in fact, in the face of
severe opposition that the
State Government of
Victoria awarded Mr.
Oberoi the lease of The
Windsor, a heritage
building in Melbourne. He
personally supervised the
restoration of the hotel to
its original grandeur and
later acquired it. The

Oberoi Cecil in Shimla,
built in the early 20th
century, reopened in April
1997 after extensive and

meticulous renovation.
Awards and Honours

In 1943, Mr. Oberoi was
conferred the title of Rai
Bahadur by the British
Government in
recognition of his services
to the Crown. Thereafter,
Mr. Oberoi won acclaim
and received several
national and international
awards including
admission to the Hall of
Fame by the American
Society of Travel Agents

(ASTA) and Man of The
World award by the
International Hotel
Association (IHA), New
York. He was presented
the Order of The
Republic, First Class by
the President of Egypt. He
got an Honorary
Doctorate of Business
Administration from the
International Management
Centre, Buckingham, UK.

Newsweek named him
one of the Elite Winners
of 1978. The PHDCCI
Millennium award in 2000
was presented in
recognition of his
entrepreneurial and
business success. In
2001, the Government of
India accorded him the
Padma Bhushan.
Globalisation of The
Oberoi Group
To place The Oberoi
Group on the world map,
Mr. Oberoi exported
management expertise to
Australia, Egypt and
Singapore, where The
Oberoi Group took charge
of the management of
existing luxury hotels. The
success of Oberoi Hotels
& Resorts overseas, in
the face of global

competition, greatly
enhanced the image of
The Group.
Today, Oberoi Hotels &

Resorts in Indonesia,
Egypt, Mauritius, Saudi
Arabia, United Arab
Emirates and India add
value and distinction to
their host countries.
Foundations of the Future

Under Mr. Oberoi’s
dynamic leadership, The
Oberoi Group introduced
its second brand of hotels,
‘Trident’. Trident hotels
are five-star hotels that
have established a
reputation for excellence

and are acknowledged for
offering quality and value.
These hotels combine
state of the art facilities
with dependable service
in a caring environment,
making them the ideal
choice for business and
leisure travellers.
Presently there are ten
Trident hotels in India
located in Mumbai at
Bandra Kurla and

Nariman Point, Gurgaon
(Delhi National Capital
Region), Hyderabad,
Chennai, Bhubaneshwar,
Cochin, Agra, Jaipur and
Udaipur. The Oberoi
Group also operates a
Trident hotel in the Saudi
Arabian city of Jeddah.
In the luxury category,

The Group opened The
Oberoi Rajvilas, Jaipur;

The Oberoi Cecil, Shimla;
The Oberoi Udaivilas,
Udaipur; The Oberoi
Vanyavilas,
Ranthambhore; The
Oberoi Amarvilas, Agra;
Wildflower Hall, Shimla in
the Himalayas; The
Oberoi, Lombok,
Indonesia; The Oberoi,
Sahl Hasheesh, Egypt;
The Oberoi, Mauritius and
The Oberoi Zahra, Luxury

Nile Cruiser, Egypt.
The Group employs more

than 12,000 people
worldwide and operates
32 hotels and two Nile
Cruisers and a Motor
Vessel in the backwaters
of Kerala in six countries.
Mr. Oberoi’s
achievements and
successes did not,
however, take from his

simplicity and old-
fashioned charm. He
retained, until his death in
May 2002 at the age of
103, a unique humility. He
was fond of saying, “I
have been able to accept
the challenge and make
good. There is comfort in
knowing that whatever
little I have achieved has
also helped to raise the

prestige of my country.”
Read More

Leadership
P.R.S.
Oberoi
Executive Chairman, EIH
Limited
Mr. P.R.S. Oberoi is the
Executive Chairman of
EIH Limited, the flagship
company of The Oberoi
Group. He is also the
Chairman of Oberoi
Hotels Private Limited,
the major shareholder of
EIH Limited. Popularly
known as "Biki", Mr.
Oberoi is the son of late
Rai Bahadur Mohan

Singh Oberoi, the
founder of The Oberoi
Group.
Mr. P.R.S. Oberoi was
educated in India, the
United Kingdom and in
Switzerland.
In addition to providing
leadership for the
management of luxury
hotels in several
countries, Mr. Oberoi

has been instrumental in
pioneering the
development of the new
Oberoi hotels and
resorts. The "Oberoi"
brand has come to
represent fine luxury
hotels.
Mr. Oberoi is credited
with placing Oberoi
hotels on the
international luxury
travellers' map with the
opening of several new
luxury hotels in
important locations, thus
redefining architectural
and design standards in
luxury hospitality. A key
aspect of this is the
development of hotels
that reflect their
environment.
It is Mr. Oberoi's firm

belief that people are
the most valuable asset
of any organisation.
Recognising the
importance of quality in
hospitality management,
Mr. Oberoi established
'The Oberoi Centre of
Learning and
Development' at New
Delhi in 1966. Today,
this institution is
considered amongst the
best in Asia.Read More
Mr. Vikram
Oberoi
Managing Director and
Chief Executive Officer,
EIH Limited
Mr. Vikram Oberoi is the
Managing Director and
Chief Executive Officer
of EIH Limited, the
flagship company of The
Oberoi Group. Mr.
Oberoi is the son of Mr.
P.R.S. Oberoi,
Executive Chairman of
The Oberoi Group and
grandson of late Rai
Bahadur M.S. Oberoi,

the founder of The
Oberoi Group.
Mr. Vikram Oberoi has a
degree in Economics
from Pepperdine
University in California.
After his graduation, Mr.
Oberoi gained work
experience as an
analyst at ANZ
McCaughan in Australia.
In 1997, as General
Manager of The Oberoi
Rajvilas, Jaipur, India,
Mr. Oberoi set new
standards of excellence
in personalised service.
He led a young and
committed team,
winning international
accolades and
recognition for The
Oberoi Group.
Today, as Managing
Director and Chief
Executive Officer, Mr.
Oberoi is actively
involved in the
management and
operations of Oberoi
Hotels & Resorts. The
“Oberoi” brand has
come to represent fine
luxury hotels that offer
warm, personalised and

intuitive service.
Mr. Oberoi has held
various management
positions within The
Oberoi Group. He feels
passionately about
guest and employee
experience, and is
actively involved in the
re-engineering of
systems and processes
of the company thereby

ensuring an exceptional
experience. He strongly
believes that values and
culture are important
pillars that help to propel
the organisation’s
success.
Under Mr. Vikram
Oberoi’s leadership EIH
Ltd, the parent entity of
The Oberoi Group, has
grown from strength to

strength. A majority of
Oberoi Hotels continue
to be ranked high
amongst their
competitors, achieving
the highest RevPar.
The Oberoi Group has
been voted the ‘Best
Hotel Group’ for the
second consecutive
year by, Telegraph, UK,
World’s Best Awards,

Readers’ Survey 2016
and the 'World's Leading
Luxury Hotel Brand' by
the World Travel Awards
2015. Read More
Mr. Arjun
Oberoi
Managing Director
Development
Mr. Arjun Oberoi is the
Managing Director,
Development, for The
Oberoi Group. In this
role, he is responsible
for the Project
Development team of
The Oberoi Group. He
took on this role when

he joined the Corporate
Office of EIH Limited in
1996. Prior to this
assignment, he was a
member of The Oberoi
Group and McKinsey &
Company team
responsible for re
engineering systems
and processes within
the food and beverage
departments of “The
Oberoi” city hotels. His
operational experience
includes being
responsible for the Food
and Beverage
department at The
Oberoi Grand, Kolkata.
Serial Facilities The Holiday
No. Oberoi Inn
1 Bed room and YES YES
meeting room
2 Spa YES NO
3 Elevator YES YES
4 WI/FI Internet YES YES
service
5 Laundry YES YES
service
6 Business YES YES
Centre
7 Currency YES YES
exchange
History
Ques2. Explain how the Housekeeping department
contributes towards earning hotel revenue. Write
your findings below. The findings should not
exceed 10-15 sentences. Also, describe a standard
room in a hotel, exhibiting the basic amenities and
facilities provided.(PASS
Ques2. Explain how the Housekeeping

department contributes towards earning
hotel revenue. Write your findings below. The
findings should not exceed 10-15 sentences.

Also, describe a standard room in a hotel,
exhibiting the basic amenities and facilities
provided.(PASS)
Ans.
Importance of Housekeeping-
Layout of a standard room


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Hospitality – 1 Assignment

Learner’s Name I Tarun satya kumar

 Compare the facilities of different types of hotels

and guestswho come into contact with the frontoffice.

Welcoming the guest

- Front Office Executive

Domestic chain is Indian origin International chain is Foreign Hotels

, 8:27 PM Four Seasons Hotels and Resorts - Wikipedia

Residences in Yorkville, Toronto

including the 1963 Inn on the

the architecture firm Aedas. [11]

and styles with uniform service; in

testing wireless Internet

were losing money.[5] The

workforce.[5] In April 2010, after

more hotels and resorts to its

In October 2012, Four Seasons

Globe and Mail as "the renewal

by purchasing, for $2.21 billion in

Four Seasons Hotels and

own any of its properties;[24] it

and about five percent of profits

Four Seasons also produces a

To this day, we still

words spoken or unspoken, in

astonishing effect one feels from

services, car rentals, project

The Oberoi Group -Dharma

levels of courtesy and consideration for others.

acting fearlessly with conviction.

and the assets of the Company.

The Oberoi Group - Mission

The Oberoi Group - Vision

distinctive excellence, warmth and concern.

translating the organisation's vision into reality.

practice for training and developing its people.

information more accessible.

ensuring employment from within the local community.

items, thus ensuring proper use of the diminishing natural resources.

fortune did not, therefore,

Mr. M.S. Oberoi

The Oberoi Group owns

The diligence, enthusiasm

description of a desk clerk

his customary confidence

Over several years, Mr.

Shimla, Maidens and

independence, Mr. Oberoi

Having consolidated his

hotel in the country. The

This achievement was

premier institute, the

Other notable firsts were

provide in-flight meals of

Mr. Oberoi realised that

part of The Oberoi Group,

With vision and

historic Mena House

later acquired it. The

1997 after extensive and

Awards and Honours

Society of Travel Agents