The Indian Hotels Company Limited

rs,

mited Corporate Relationship Department 1st Floor, New Trading Ring, Rotunda Building, P. J. Towers, Dalal Street, Fort, Mumbai – 400 001. Scrip Code: 500850 February 18, 2025 National Stock Ex

₹ 4,000

EET BRANDSCAPE GROWTH MARKET CAP. Where We Were in 2017 Where We Are Today [1] in 2025 Rev. ₹ 4,000 Cr EBITDA 16% PAT (₹ 63 Cr) Rev. ₹ 7,000 Cr EBITDA 33%[2] PAT ₹ 1,259 Cr Net Debt ₹ 3,000+ Cr

16%

OWTH MARKET CAP. Where We Were in 2017 Where We Are Today [1] in 2025 Rev. ₹ 4,000 Cr EBITDA 16% PAT (₹ 63 Cr) Rev. ₹ 7,000 Cr EBITDA 33%[2] PAT ₹ 1,259 Cr Net Debt ₹ 3,000+ Cr ROCE 5% Net

₹ 63

ET CAP. Where We Were in 2017 Where We Are Today [1] in 2025 Rev. ₹ 4,000 Cr EBITDA 16% PAT (₹ 63 Cr) Rev. ₹ 7,000 Cr EBITDA 33%[2] PAT ₹ 1,259 Cr Net Debt ₹ 3,000+ Cr ROCE 5% Net Cash ₹ 2,00

₹ 7,000

We Were in 2017 Where We Are Today [1] in 2025 Rev. ₹ 4,000 Cr EBITDA 16% PAT (₹ 63 Cr) Rev. ₹ 7,000 Cr EBITDA 33%[2] PAT ₹ 1,259 Cr Net Debt ₹ 3,000+ Cr ROCE 5% Net Cash ₹ 2,000+ Cr ROCE 15% (

33%

here We Are Today [1] in 2025 Rev. ₹ 4,000 Cr EBITDA 16% PAT (₹ 63 Cr) Rev. ₹ 7,000 Cr EBITDA 33%[2] PAT ₹ 1,259 Cr Net Debt ₹ 3,000+ Cr ROCE 5% Net Cash ₹ 2,000+ Cr ROCE 15% (1) The financi

₹ 1,259

Today [1] in 2025 Rev. ₹ 4,000 Cr EBITDA 16% PAT (₹ 63 Cr) Rev. ₹ 7,000 Cr EBITDA 33%[2] PAT ₹ 1,259 Cr Net Debt ₹ 3,000+ Cr ROCE 5% Net Cash ₹ 2,000+ Cr ROCE 15% (1) The financial figures are fo

₹ 3,000

v. ₹ 4,000 Cr EBITDA 16% PAT (₹ 63 Cr) Rev. ₹ 7,000 Cr EBITDA 33%[2] PAT ₹ 1,259 Cr Net Debt ₹ 3,000+ Cr ROCE 5% Net Cash ₹ 2,000+ Cr ROCE 15% (1) The financial figures are for FY 2023-24 (2) Excl

5%

TDA 16% PAT (₹ 63 Cr) Rev. ₹ 7,000 Cr EBITDA 33%[2] PAT ₹ 1,259 Cr Net Debt ₹ 3,000+ Cr ROCE 5% Net Cash ₹ 2,000+ Cr ROCE 15% (1) The financial figures are for FY 2023-24 (2) Excluding impact

₹ 2,000

(₹ 63 Cr) Rev. ₹ 7,000 Cr EBITDA 33%[2] PAT ₹ 1,259 Cr Net Debt ₹ 3,000+ Cr ROCE 5% Net Cash ₹ 2,000+ Cr ROCE 15% (1) The financial figures are for FY 2023-24 (2) Excluding impact of one-time intere

15%

7,000 Cr EBITDA 33%[2] PAT ₹ 1,259 Cr Net Debt ₹ 3,000+ Cr ROCE 5% Net Cash ₹ 2,000+ Cr ROCE 15% (1) The financial figures are for FY 2023-24 (2) Excluding impact of one-time interest income on i

₹ 13,000

023-24 (2) Excluding impact of one-time interest income on income tax refund. 3 # Portfolio 155 ₹ 13,000 Cr # Operational 142 #Shareholders 1.4L ₹ 13,000 Cr # Pipeline 13 Instl. Holding 40% # Portfoli

“Income (‘24->’30) 9-11% Future CAGR 25 Mn from 10.9 Mn (2019) (Source: Skift Research) (Source: Trading Economics) (Source: Horwath) (Source: Trading Economics) SUPPLY India is Underpenetrated Govt.”

Why We Exist

4

Where To Play

4

How to Win

4

PIONEERING RESPONSIBLE CHANGE

1

CREATING VALUE

1

SHAPING THE FUTURE

1

How to Win

Unveiling the Execution Strategy and Goals for 2030 6 WHAT NEXT? WHY? WHERE? HOW? What Why Where How What Next? Bright Future Ahead for industry, IHCL Well Positioned

How to Win

Unveiling the Execution Strategy and Goals for 2030 7 THE FUTURE IS BRIGHT LONG-TERM STRUCTURAL TAILWINDS India’s Economic Growth Growing Middle Class Rising Disposable Incomes Strong Demand Growth FTA Recovery & Growth DEMAND $7 Tn 3rd Largest Economy (Source: Figure for 2030, Chief Economic Advisor, Govt. of India) 31% → 38% of popn. from ‘24 to ’30 ↑50% Disp. Income (‘24->’30) 9-11% Future CAGR 25 Mn from 10.9 Mn (2019) (Source: Skift Research) (Source: Trading Economics) (Source: Horwath) (Source: Trading Economics) SUPPLY India is Underpenetrated Govt. Focus on Infra Sector 0.2 Mn $2 Tn New Destinations 75% Hotel rooms (4% of US) Govt. spend (2024-30) New hotels in Tier 2/3/4 Lower Supply Growth Focus on MICE, Conventions 6-8% Future CAGR 18% CAGR till 2030 (Source: Hotelivate) (Source: CRISIL) (Source: Hotelivate) (Source: Hotelivate) (Source: Coherent Market Insights) 8 UNION BUDGET 25-26 MULTI-PRONGED BOOST TO TOURISM 50 Destinations Infrastructure Status Accorded 120 Destinati

SHAPING THE FUTURE

• Setting Global Benchmarks • Fostering an Innovative Spirit Pioneering Responsible Change, Creating Value & Shaping the Future 14 ELEVATING OUR VISION, ALIGNED WITH OUR PURPOSE VALUED, RESPONSIBLE ECOSYSTEM MOST ICONIC^& PROFITABLE HOSPITALITY COMPANY^ IN SOUTH ASIA 15 WHAT NEXT? WHY? WHERE? HOW? What Why Where How What Next? Bright Future Ahead for industry, IHCL Well Positioned

How to Win

Unveiling the Execution Strategy and Goals for 2030 16 WHERE TO PLAY CONTINUOSLY REIMAGINING OUR BRANDSCAPE 150 mn. 2 4 3 1 50 mn. 600 mn. Low Medium Price Positioning High Taj Palaces Taj SeleQtions Vivanta Ginger Tree of Life Gateway The Claridges Luxury Branded Residences 1 2 3 4 g n i r e f f O e c i v r e S / t c u d o r P High Medium Low 17 IHCL BRANDSCAPE BY SEGMENTS & THEMES Luxury Upscale – Full Service Upscale – Lifestyle Midscale 18 BY SEGMENTS BY THEMES Platform / Collections Boutique Leisure Wildlife / Adventure Homestays WHERE TO PLAY DOMESTIC MARKETS LEADERSHIP IN THE INDIAN SUBCONTINENT ACROSS ALL SEGMENTS BRANDS KEY MARKETS* TIER 2 / 3 CITIES DRIVABLE DESTINATIONS DISTRICT HEADQUARTERS LEISURE LOCATIONS ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ Efficient Capital Deployment to Cover White Spaces in Brandscape, Themes & Destinations Domestically *Top 10 cities, state and commercial capitals 19 WHERE TO PLAY INTERNATIONAL MARKETS ROUTE TO INTERNATIONAL GROWTH BRANDS MIDDLE EA