Samhi Hotels Limited has informed the Exchange about Investor Presentation
SAMHI
— SMART HOTEL INVESTMENTS—
SAMHI Hotels Ltd. CIN: 155101DL2010PLC211816 Regd. Office: Caspia Hotels Delhi, District Centre Crossing, Opp. Galaxy Toyota Outer Ring Road, Outer Ring Rd., Haider Pur, Shalimar Bagh, Delhi- 110088.
05" June 2025
BSE Limited Corporate Relationship Department Phiroze Jeejeebhoy Towers, Dalal Street, Mumbai - 400 001, Maharashtra, India
National Stock Exchange of India Limited Exchange Plaza, C-1, Block G, Bandra Kurla Complex, Bandra (East), Mumbai - 400 051, Maharashtra, India
Scrip Code: 543984
Scrip Code: SAMHI
Sub: Investor Presentation — Investor Day’ 2025
Dear Sir / Madam,
Please find attached the Investor Presentation on Investor Day’ 2025. This information is also being uploaded on the website of the Company i.e. https://www.samhi.co.in/
You are hereby requested to take the above information on record.
Thanking You.
Yours faithfully,
For SAMHI Hotels Limited
Sanjay Jain Senior Director- Corporate Affairs, Company Secretary and Compliance Officer
Correspondence: SAMHI Hotels Ltd. 14" Floor, Building 10C, Cyber City, Phase I, Gurgaon 122002, Haryana, INDIA Tel: +91 124 4910100 Fax: +91 124 4910199 www.samhi.co.in
www.samhi.co.in
~™® Go
for — greatness
SAMHI
—— SMART HOTEL INVESTMENTS
Investor day, 5 June 2025
Presenters
www.samhi.co.in
Ashish Jakhanwala
Rajat Mehra
Gyana Das
Nakul Manaktala
Founder, MD & CEO
CFO
EVP & Head of Investments
VP —Investments
e@e
Page 2
Business
Environment
The,
ust
EcONOMISt — *wbsppyannverarytcans
a
‘The world’s skyscraper boom
Can India fly? )
‘A.14-PAGE SPECIAL REPORT
che:
Economist
|
7 The Economist
aS
‘baverica's one-year-old president Teron et ssl re gt
nomist See
a ieaatose ss
India’s missing middle class
www.samhi.co.in
The.
Economist
i
i Goodnews /% 4% fromindia
The meaning of the world’s biggestelection
The Economist
Can India become newer
The Economist
ssn
:
a
z
India’s chance to fly *>. ee
The | Economist
The Economist
= Poet Ht ,
World follows the headline,
we follow the trendline ©
Page 4
India’s GDP has grown 4x in less than 20 years & continues to outpace global srowth
Growth Rate Comparison: Between
2022 and 2032,
the projected global economic growth rate by ~2x"
outpacing
1: Source: EHL Insights e@e 2: Source: World Bank
www.samhi.co.in
Note: All figures in US$ TN?
Page 5
www.samhi.co.in
Travel & Tourism (% Contribution to GDP)
Global
| India
11.4%
7.6%
9.1%
6.5%
CY23
CY34E
Page 6
City
New York City
Washington
Chicago
Dallas Bangalore (2030 Est.)"
Los Angeles
Boston
London
Bay Area
Houston
New Jersey
Atlanta Bangalore (Current)!
Berlin
Shanghai
Hyderabad (2030 Est.)
Paris
Beijing
Delhi
Frankfurt
Mumbai
Munich Hyderabad (Current)?
Tokyo
Hong Kong
Shenzhen
Singapore
Sydney
Office Stock? (mn sq. ft.)
~500
~420
~350
~340 330+
~325
~300
~285
~280
~280
~240
~230 ~225
~210
~210
200+
~200
~165
~155
~155
~150
~150 ~140
~140
~140
~120
~65
~60
www.samhi.co.in
Cities like Bangalore & Hyderabad are transforming into some of the largest office markets globally
Note: data includes only grade-A office space, thus excluding large parts of office space in older office precincts such as City Center (Bangalore) and Somajiguda (Hyderabad)
Bangalore Total Office Inventory’ (in mn sq. ft.)
~225
330+
~100
2013
+7.5% CAGR
+7.0% CAGR
2024
2030 Est.
Hyderabad Total Office Inventory? (in mn sq. ft.)
200+
~45
2014
+12.0% CAGR
~140
2024
+6.5% CAGR
2030 Est.
7: Source - CBRE
e @ @ 2: Source - CBRE and the Hyderabad Software Enterprises Association (HYSEA)
3: Source - Basis market research through various publications such as Commercial Cafe, CBRE, Colliers, PWC, JLL and Savills
Page 7
led the world in
office leasing activity in CY2024, recording a historic of net
:
:
:
absorption
www.samhi.co.in
CY2024 Net Absorption (inmn sq. ft.)
11
8
7
7
,
°
Bangalore
Mumbai
Hyderabad
DelhiNCR
New York
Tokyo
London
e@ @ @ Source: Cushman & Wakefield (for Indian cities); Crains (New York), JLL (Tokyo), Cushman & Wakefield (London)
Page 8
Air passenger growth continues its upward trajectory with~295 million passengers’ in Fy25 (+8.7% YoY)
QoQ airline passenger {in mn)
www.samhi.co.in
Avi at [ Oo Nn G rowt h Fueling Demand
0 2 Y F 4 Q
N Q ~ a 5
2014 [|
> [| 2024 # Airports
»
2047E
largest aviation market globally
(by number
of passengers, behind
and
Source: DGCA, Airports Authority of india and Company Research
® ed] ® 1: Basis the 10 key metro
cities inc. Dethi, Mumbai, Bangalore, Hyderabad, Chennai, Koikata, Anmedabad, Pune, Goa and Kochi
Page 9
Favorable Hotel Demand-Supply Dynamics
www.samhi.co.in
Market Growth Estimates (FY25-FY29E)
Gl) Demand growth = FY14-FY24 Actuals
Supply growth = Estimates basis current pipeline (FY25-FY29E)
ee 6.2%
4.7%
Bangalore
Hyderabad
Pune
Delhi NCR
Chennai
Mumbai
t @ @ Source: Hotelivate Trends and Opportunities Report 2024; Supply growth assumes 75% probability of total future hotel openings
Page 10
SAMHI Hotels Ltd Ourjourney 7
SAME
SMART HOTEL INVESTMENTS
www.samhi.co.in
Listed Hospitality Peers (by FY25 Total Income, in = mn)
fo) QO 2 iT?) Sa
ro) o
S N
|
|
EIH
0 0 6 , 1 2
0 4 0 , 6 1
| _ _ _ t e t o H [
0 4 5 , 7 1
0 1 2 , 5 1
| l e t o H
0 7 0 . 4 1
E P
Ventive Hospitality
Chalet
Leela
0 0 5 , 1 1
E M
14 |
[
123
|
[ 53
|
|
76
|
[ 23
|
|
39
|
|
30
|
NS
@ eS) ® Note: Excludes [HCL which has ~<85,650mn Total Income for FY25; data rounded to nearest tenth
# Yrs. since incorporation
52 hotels 4,948 rooms
10 brands 14
cities
0 2 8 . 2 1
E M Lemon Tree
[ss]
ron) oO ~ oO
Juniper Hotels
[40]
0 3 5 , 6
M B
Park
Hotels
L]
Company of scale created
in rapid time through our
Acquisition & Turnaround
| strategy
©
Page 12
SAMHI Hotels a rare partnership between management & best in class financial institutions
7,620
6,280
www.samhi.co.in
“—@
10
a
= equity international |
730
7
oldman
Sachs
Strategic Partnership with
gic
t @ @ Note: Above graph shows Total Income (in = mn); data rounded to nearesttenth
Page 13
Shareholder Testimonials
www.samhi.co.in
Tom Heneghan CEO Equity International
Gaurav Dalmia
Chairman Landmark Holdings
“Equity International, a private equity firm founded by Sam Zell, made its first investment in SAMHI in 2011. Over the next fourteen years, we participated alongside Ashish Jakhanwala and his exceptional team to transform a blueprint concept into a leading branded hotel ownership and asset management platform. Despite facing impacts of the COVID-19 pandemic and other significant challenges, the management team consistently demonstrated their ability to execute effectively even through the most severe conditions. By pursuing value-enhancing opportunities while properly managing risks, Ashish and his team were able to return the company to pre- pandemic profitability and launch a successful IPO in 2023. Today, SAMHI is well-positioned to expand its market share and achieve further scale within an in-demand, yet undersupplied sector of the Indian hospitality market.”
"In the hotel industry in India, the demand-supply gap was obvious, whether one looked at hotel room numbers in metros in other countries, or the disproportionately low new hotel room capacity additions that were happening as compared to office space additions across India. Given the high cost of land, and the risk premium on development projects in India, the challenge was whether we could build capacity at a low enough price point and still earn a reasonable rate of return. | think SAMHI has shown it can navigate the terrain well and capitalize on the emerging business travel trends."
Page 14
www.samhi.co.in
Sector
Acquisition & Turnaround Strategy
Multi-decade opportunity tailing growth of
Finding opportunities where others see problems
Indian economy
Programmatic value creation in under appreciated assets
Growth of disposable income and
Quick capex-to-revenue cycle
discretionary spending
Make capital work harder and more efficient
Urbanization trends to continue creating
new markets
Higher share of global outbound
¢
¢
¢
The core of our strategy has been a constant effort to minimize development risk. There is waiting to discover their true potential & value
a huge pool of assets
Page 15
What sets
US apart “7
01
Q2
03
Ability to work with institutional Capital
Acquisition & tumaround expenence
Dominant share with leading operators
04
Analytical approach
Raised capital from various
Demonstrated track record in
One of the largest owners of
Data backed asset
best-in-class financial
closing multiple M&A
Marriott and IHG branded hotels
management, building
institutions with the highest
transactions and executing
in India; centralized clusters
equipment monitoring and
corporate governance
turnarounds
boost efficiencies and margins
acquisition underwriting using
standards
proprietary tools
Programmatic - | value creation»
in under appreciated
assets
High
Potential
Location
Choose a high
potential micro-
market with long term
demand and high
barriers for new
supply
www.samhi.co.in
a | o
o = A
Strong brand
Strong relationships
to attract highest
brand for given
product
Page 17
SHERATON
5S?
SHERATON
.
A Aqguisition & Turnaround
LP we,
—
=
oot
SHERATON
© Acquisition & Turnaround
www.samhi.co.in
Resulting in ~18% RoCE InN FY25
6,050
9,140
4,100
Pre-Renovation
RevPAR
_
FY 2015
FY 2019
FY 2023
25% +
Target ROCE
FY 2025
} > (s26%00me | (zrzrcoms
Page 20
We have repeated this playbook several times with
about 8/% of our hotel
inventory being developed through acquisitions
Greenfield,
13%
Acquisition & Turnaround,
87%
www.samhi.co.in
Page 21
© Acquisition & Turnaround
www.samhi.co.in
Holiday Inn Express
Rebranding of 2 portfolios to and
Proven track record for yield expansion
www.samhi.co.in
\ _ CaS
4 q
~155mn sft. office space ~79mn aviation passengers
;
{
We seek high density locations in key cities
This provides our asset with a stable operating environment with low
sae
future volatility. Allows us to focus on product, brand and strategy to drive success
<2
2 Cm
vue
-.
|
Hyderabad
Goa)
——,
~140mn sft. office space ~29mn aviation passengers
and not a market forecast
~225mn sft. office space ~42mn aviation passengers —
Bangalore Chennai
@@e
Source: CBRE (office space), AAI (aviation); above shown data is for FY25
Coimbatore
va
Size represents relative revenue base (FY25)
O Recently Opened Asset
Page 23
Key Cities and Micro-markets
NCR
Upscalet
Upper Mid-scale
Mid-scale
Gurugram
Hyatt Place
HIEX
HIEX
Tribute Portfolio
Fairfield
HIEX
Fairfield
Delhi
Noida
Bengaluru
Whitefield
City Centre
www.samhi.co.in
Capture demand across price points and markets
Outer Ring Road
Courtyard
Fairfield
North Bengaluru
Hyderabad
Hitec City
w
Financial District
Sheraton
Fairfield
City Centre
Airport
Pune
Nort
/ Pimpri Hinjewadi
ea
Fairfield Four Points’
HIEX
HIEX
HIEX
HIEX
® & @ 1: Four Points in Pune to be renovated and re-branded to a Courtyard by Marriott
Within each city, our strategy is to cover all key commercial districts at different price points.
This allows scalability without speculating on
demand
Presence across the segments and ability to work
with multiple brands gives us optionality to choose
a strong location
Page 24
Dominant share with leading operators
Our hotels operate under some of the most well recognized global hotel brands
This gives us access to loyalty programs, distribution and high degree of customer affinity
e@e
Chart represents share of FY25 Total Income (in
= mn)
R
RENAISSANCE*
COURTYARD Aaarriott
BENGALURU OUTER RING ROAD
Senne
BY
SHERATON
6: FAIRFIELD’
Marriott.
Hotel & Serviced Apartments, Pune
Bengaluru Outer Ring Road
.
eocscscscccccccccecs eee eee eee
S S
S S
S S S
S S M
Marriott 7,404 66%
W HOTELS
WESTIN HOTELS & RESORTS
TRIBUTE PORTFOLIO
SSS SSS SS SS SS SS
SS SS SS SSS SS SS ee SS
IHG rand
Unbranded 213 2%
HYATT REGENCY
AN IHG HOTEL
GURUGRAM SECTOR 50
www.samhi.co.in
Portfolio Details
Asset, area, facilities, segment, market
Asset Performance
Day-by-day, demand pattern, holiday impact, KPI
monitoring, benchmarking
Financial Performance
Asset and Company P&L, Balance Sheet, Trial Balance
level details
Market Data
Commercial office space, air passenger data, asset comp-
set performance
Page 26
— SMART HOTEL INVESTMENTS —
“SID” is our inhouse and proprietary asset management tool. It provides valued insights to our business across the portfolio and market.
Portfolio Snapshot 7
Our portfolio spans across price points capturing a wide segment of travelers
www.samhi.co.in
Mid-scale
Upper Mid-scale
Upper Upscale & Upscale
Unique portfolio of assets with a 14 sq.
Bridge to high-end hotels. Maintain
Individually curated hotels capturing
mt. room but competing with much
efficiency of Mid-scale but allow us to
the high-end travelers, MICE and local
larger room products in the market
leverage the market opportunity
dining business
Low footprint and capex per key,
coupled with high operating efficiency
give us tremendous headroom to grow
Driven by conversions given
complexities of development
Page 28
Upper Upscale & Upscale
5 Hotels +5 under development
1,086 Rooms
(+930 under development/ rebranding)
*4,850m N Revenue 25)
g n i t a r e p O
J ¢ @
= o.
ion @ GO
= 2 ® — >
2 Q
HYATT REGENCY
FOUR? POINTS
COURTYARD Narnott Pune
www.samhi.co.in
WESTIN HOTELS & RESORTS
TRIBUTE PORTFOLIO
Bengaluru
TRIBUTE PORTFOLIO Jaipur
W HOTELS Hyderabad
Page 29
Upper Mid-scale
15 Hotels
2,189 Rooms
(+86 under development and inc. 473 under rebranding)
www.samhi.co.in
|
e e e
e e e
e B
rficld]
=~ Re
<~4,766MN Revenue es
|
:
a.
BY MARRIOTT
SRE Fairticid
BY MARRIOTT
=
a
ee
ih
ra ar
oe
ec Pace oc a oh oy a GE GE UO Wn Ee GG utili
we
5 Os 7 f.
WO Gk OW
Fairfield
BY MARRIOTT
-
Fairfield
Page 30
www.samhi.co.in
Mid-scale
12 Hotels
1,673 Rooms
(+56 under development)
<1 ,/1 7mn Revenue (FY25)
Operational Overview
Diverse & Balanced Segmentation Mix a )
www.samhi.co.in
Room Income Split by Source (FY25)
~
Others, 5%
Groups/ MICE, 13%
Negotatiated
Contract, 32%
. Total Income Split
by Segment (FY25)
P
15%
43%
Portfolio revenue well distributed across segments de-risking concentration impact
Upper Upscale & Upscale m Upper Mid-scale = Mid-scale
Ne
/
Page 33
Room Revenue Focused Business @
Assets located in key business districts with predictable demand source
Share of Room Revenue by Segment (FY25)
90% Mid-scale
74% Upper Mid-scale
www.samhi.co.in
Total Income Split by Department (FY25)
72%
64% Upper Upscale & Upscale
Rooms
a F&B
Others
Page 34
Portfolio Catering Primarily to Domestic Travelers ©
www.samhi.co.in
Total Income Split by Origin (FY25)
Share of Domestic Volume by Segment (FY25)
94% Mid-scale
76% Upper Mid-scale
65% Upper Upscale & Upscale
= Domestic
International
Page 35
Strength of Brand & Distribution Entails More Direct Business
www.samhi.co.in
Voice
28%
of = > Lot
O {§ o DOE Qaoe6 7 oe - % = © Bas
_
L
fF 1 oO n 0 oO QOFts 528 52° oO oO Q 20 53-8 od Ww se) LL
Groups
16%
Brand.com
13% ,
Others my:
4%
Direct Business
2
Lower OTA business entails lower
commissions paid and higher overall margins
@ ee) @ Note: Excludes two unbranded assets: Caspia, Dethi and Trinity, Bangalore
Page 36
Portfolio Operating Margins @
www.samhi.co.in
1 6% Payroll
=: Fixed Costs
39% Consol. EBITDA
(pre-ESOP)
1 9% Variable Costs
1% Net Corp. G&A
1 % Lease Expense
2% Ownership Expense
6% utilities
5% Management Fee
e @ @ Note: Exctudes assets under development (i.e. Caspia, Delhi and Trinity, Bangalore) and assets recently opened (i.e. Holiday Inn Express, Greater Noida and Holiday Inn Express, Kolkata)
Page 37
Financial Summary
Acquisition led Strategy has delivered scale
1:497
www.samhi.co.in
* Short capex to revenue cycle due to
acquisition led approach
¢ Discount to replacement cost for long
term returns
* Long term variable leases to use
capital more efficiently
4,202
3,572
aw
ee
aaeenepeenetoupemeeett””
203 =e
SA
°
an
x (7818
Consol Revenue
32% cAGR (10 yrs.)
m™ Consol EBITDA
4,434
pre ESOP
44% cacr (10 yrs.)
6,276
-
a
4,901
a
_
—
a
3,331
1,793
FY12
FY13
FY14
FY15
FY16
FY17
FY18
FY19
FY20
FY21
FY22
FY23
FY24
FY25
@@e Note: All figures in 7mn, unless specified otherwise
Page 39
Pre-COVID
Pre-IPO
Post IPO
Current
FY 2020
FY 2023
FY 2024
FY 2025
Total Revenue
EBITDA (Reported)
Finance cost
Depreciation
6,276
1,720
2,521
1,262
7,614
2,606
5,221
963
9,787
2,879
3,451
1,137
PBT before exceptional items
(2,063)
(3,577)
(1,709)
PAT
Attributable to:
SAMHI Shareholders
Attributable to: Minority Interest
@ ee) @ Note: All figures in <mn, unless specified otherwise
(3,440)
(3,440)
(3,386)
(3,386)
(2,346)
(2,346)
11,497
4,257
2,288
1,168
801
855
855
t
c a p m i
p i
h s r e n t r a p
C I G
www.samhi.co.in
Proforma
FY 2025
11,497
4,257
1,700 - 1,750
1,168
1,330 - 1,390
1,390 - 1,440
970 - 1,020
420
Page 40
www.samhi.co.in
Q1FY25
Q2FY25
Q3FY25
Q4FY25
EBITDA (pre-Esop)
934
1,016
1,177
1,307
CFO-to-EBITDA
45%
78%
85%
96%
DSO
DPO
29
80
27
69
21
68
19
56
Target 95%+ CFO-to- EBITDA ratio going forward given stabilization of DPO post rationalization of COVID- led build-up of payables
@ ee) @ Note: All figures in <mn, unless specified otherwise
Page 41
8.7X
Post IPO
4.9x
~~
www.samhi.co.in
Net Debt-to-EBITDA reducedto~3.2Xon FY25 basis post GIC transaction
FY2023
FY2024
FY2025
FY2025
<3.0x
Target Leverage
Gross Debt Profile o
www.samhi.co.in
™~
Repayment Schedule
75%
(chart reflects amortization of principle
over the stated time periods)?
Debt by Interest Rate
Particulars
% of Total
less than 9.00%
9.01% to 9.30%
9.31% to 10.00%
10.01% to 11.00%
More than 11.00%
54%
30%
14%
2%
<1%
~9.2%
Weighted Avg. Cost of Debt
Latest sanction received at ~8.5%'
e @e
1: Includes upfrontfee amortized over 2 2: Factors in refinancing
years
Pp.
¥
of few earmarked loans — in line with our historical practices
11%
15%
Next 3 Yrs.
Year 4to6
Year 7to15
S
Page 43
www.samhi.co.in
Profit and Loss © Statement
TotalRevenue
“Yov% Growth =
“Consol. EBITDA (Reported)
“Yov% Growth =
PBT onowotcptonattons
6,276
28.1%
1,720
75.2%
(2,063)
PAT (3,440)
7,614
128.6%
2,606
1097.1%
(3,577)
(3,386)
9,787
28.5%
2,879
10.5%
(1,709)
(2,346)
11,497
17.5%
4,257
47.9%
801
855
@@e Note: All figures in 7mn, unless specified otherwise
Page 44
Balance
2,119
(8,076)
10,385
19,715
27,875
20,773
11.8x
8.7X
4.9x
11.8%
12.5%
9.8%
11,421
21,302
4.4x
9.2%
6 ro’ £ ° <= ” ho @ Ss © ro’ O ©
@@e Note: All figures in 7mn, unless specified otherwise
www.samhi.co.in
3.2x
9.2%
Page 45
Return Analysis @
Capital Employed ©
www.samhi.co.in
Asset Status
% Capital Employed’
Mature Assets
ACIC Portfolio
Pending Turnaround
Growth
Held for Sale
~48%
~33%
~8%
~7T%
~3%
~<33,000mn
Total Capital Employed"
e@ @ @ 1: Capital Employed = Total Assets (excluding cash) - Current Liabilities
Page 47
Path to Delivering Mid-Teen ROCEs @
Asset Status
% Capital Employed!
10% RoCE
in FY25
Vv
RoCE
Mature Assets
~48%
17.0 -18.0%
ACIC Portfolio
~33%
5.5 - 6.5%
www.samhi.co.in
Target 1 5%+
Portfolio ROCE
Stabilize ACIC portfolio to mid-teen ROCEs by enhanced revenue management and renovation / re-branding of the Four Points in Pune and Jaipur
Pending Turnaround
Growth
Held for Sale
~8%
~7T%
~3%
4.5-5.5%
Corrective interventions and stabilization of assets that are pending turnaround
0.5-1.5%
Delivery of ongoing growth projects to augment same- store growth with targeted mid-teen ROCEs
2.0 - 3.0%
Disposal of non-core assets to further enhance overall group ROCE profile
e@ @ @ 1: Capital Employed = Total Assets (excluding cash) - Current Liabilities
Page 48
Design / Consultants, 10%
won
(MEAS
Leasehold Business Model
www.samhi.co.in
12 Months
Fitouts, 30%
©} Lower Capex-to-Revenue Cycle
12-18
Months
Structure &
Facade, 15% .
8
0-1 2
Months
A
Land &
Prova
Is,
Outsource land and building structure to Lessor, thus reducing
a ~4-year capex cycle to < 2 years
©} Capital Efficient Structure
Lower capex per key given land and building is funded by the
Lessor enables rapid scaling up of this strategy utilizing internal
accruals
©) Roce Accretive
°
Small lag between cash outflows and inflows, coupled with
relatively lower capital employed ensure high ROCE profile
Average Cost Structure
Page 49
Path towards Capital Efficient Business Model ©)
Revenue Contribution (FY25)
www.samhi.co.in
87%
— 20%+
Freehold
m Leasehold
We target to grow our high- return leasehold business model which Is significantly more capital efficient in order to achieve our target of 20%+ revenue contribution from
leased assets
Page 50
www.samhi.co.in
FY25 ROCE Profile
18%
11%
13%
6%
Leasehold
Freehold
Tier 1
Tier 2
By Ownership
By Market
ROCEs for leasehold assets have
Our core markets in Bangalore,
outperformed freehold assets due to
Hyderabad, NCR, Pune and Chennai
their capital efficient structuring
with a stable demand-supply base have
materially outperformed other markets
such as Ahmedabad, Vizag, Coimbatore,
Nasik and Goa
Page 51
Growth 7
Growth levers over the next 5 years @)
is
Same Store
Assets
Execution Pipeline
In-place inventory of ~4,100 operating rooms in core office markets under leading international brands and favorable demand scenarios
Stabilization & redevelopment of ~790 operating rooms and opening of ~540 new rooms (refer slide 55)
www.samhi.co.in
KA a)
External Growth (Acquisitions)
Acquire new assets utilizing free-cash and partnership (GIC) capital
Page 53
Established capacity to fuel growth ©)
www.samhi.co.in
Portfolio
Same Store Assets!
Execution Pipeline
Consolidated Income
Consolidated EBITDA
FY25
Actuals
10,175
1,049
Assuming in place RevPAR & earning profile
~11,500
~4,430 (39% margin)
"
FY25
Proforma
10,175
5,125
~15,300
~6,300 (47% margin)
Installed capacity to deliver a top line of ¥15,300MN with margins of ~41%, entailing an EBITDA of ~%6,300mn on FY25 basis
e @ @ 1: Excludes recently opened HIEX, Greater Noida and HIEX, Kolkata and assets currently under renovation/ rebranding: Caspia Dethi, FPS Jaipur, FPS Pune and Trinity Bangalore
Page 54
www.samhi.co.in
FY29
Westin Bangalore Whitefield
FY28
Tribute Bangalore Whitefield (Rebrand from Trinity) Tribute Jaipur (Rebrand from Four Points) Fairfield Chennai Sriperumbudur
VW Hyderabad Courtyard Pune (Rebrand from Four Points)
Internal growth
FY27
e
projects
Stabilization & redevelopment of ~790
.
operating rooms and opening of ~540 new
rooms
e@e
FY26
HIEX Greater Noida (Rebrand from Caspia Pro) HIEX Kolkata HIEX Blr. Whitefield Sheraton Hyderabad Hyatt Regency Pune
Page 55
Large Corpus of Investible Surplus to Accelerate Growth
www.samhi.co.in
35,500
(6,400)
Lo
(3,000)
+-€2,000mn
from Asset Recycling
17,300
(8,800)
Basis current pipeline (includes
maintenance capex)
EBITDA
Interest
Debt Repayments
Committed Capex
Investible Surplus
FY2026 —- FY2030 Assumes 13-15% p.a. Revenue Growth CAGR
X71 7,000mn+ Investible Surplus over the next 5 years
Growth through tactical M&A and long-term leases
t @ @ Note: Above workings assume no tax leakage given large amounts of tax shield available across group SPVs; however, there may be some cash outflows for tax in few SPVs where tax shields are extinguished in the future
Page 56
www.samhi.co.in
External Growth Upscale Assets
Partnership with GIC for } Marquee Capital Partner
Upscale and higher
hotel assets
Upscale assets are capital intensive and with a strong partner in GIC, we have ability to grow this platform beyond the seed assets and accelerate
our growth path beyond the current pipeline
Commitment to invest ~=7,500m n
© Unlocks Free Cash Flow
(~%5,800 received) and acquire 35% in three
Significant boost to future cashflows due to reduction in debt and part
of SAMHI’s subsidiaries (comprising the seed
funding of Westin / Tribute Portfolio Bengaluru Whitefield capital
assets which include 4 operating hotels and 1
expenditure by GIC
under-development)
© Network Effect & Governance
GIC brings unparalleled institutional capabilities and corporate
governance standards for us to benefit from
Page 57
External Growth Mid-scale Assets
Continued focus on larger business districts
Target large scale assets with 200-400 room inventory to accelerate
future revenue base and improve operating margins
Expansion through capital efficient lease model
Secure long-term leases with built-to-suit projects, modular large-scale
hotels
Enhanced operating leverage through scale
Growth of the Fairfield by Marriott and Holiday Inn portfolios to allow for
increased economies of scale through their respective cluster
management leading to margin expansion
www.samhi.co.in
Page 58
Positioned for revenue expansion
New acquisitions using investible surplus
www.samhi.co.in
X22,000 —22,500mn Market Growth & Margin Expansion
%15,000 — 15,300mn Installed Capacity (FY25)
=11,500mn
FY25 Actual
Multiple levers in place to expand revenue base over FY25 >
Page 59
(362 rooms)
tion & Development
»
a B R g E T
a r :
-
“ C E E
Y e u )
h s
A
;
Westin & Whitefield Bangalore%62 roo! Under Renovation
Daa
a
s k n i
X e
=
/ y
\ —
e t a t S
Tracking Trends for Adjacent Opportunities
www.samhi.co.in
at
Domestic travel spending is expected to rise by 7.8% p.a. to 733,945bn from 2024 to 2034". Indians are wanting to travel to lesser-known and more boutique destinations, along with exploratory and purposeful trips?
Improved road and air connectivity across India is making travel much easier. National Highway network has increased from ~91,000 km in 2014 to ~146,000 km in 2024, whereas number of airports has increased from 74 to 157 during the same period, with a target of 350 airports in 2047.
NW Luxury travel spending is on the rise with share of MakeMyTrip hotel bookings above 10,000 rising from 20% in 2023 to
23% in 2024. Indian travelers are increasingly prioritizing quality over quantity, seeking out luxury accommodations and culturally enriching destinations®.
Luxury lifestyle segment in India is expanding with increase in disposable income, growth in wealthy class and desire for upgraded experiences. Globally, branded residence market is growing at 12% and existing ~2,900 operational branded residence units in India captures only ~3% of the global market share.*
a CAGR of
e @ @ 7: Source: World Travel & Tourism Council (WTTC), 2: Source: American Express Travel 2023 Global trends report, 3: Source: MMT Travel Search & Booking Trends for 2024, 4: Source: Noesis Branded Residences Report 2024
Page 63
sustainability
2030 ESG Target Building a Better Tomorrow Today
N Ca Environmental
* 100% transition to non-emission-based
at all feasible units
Page 65
Measures taken to achieve 2030 targets
www.samhi.co.in
Environmental
© Installation of water bottling plants; setup completed in 5 out of 32 hotels and installed 15 organic waste convertors
© 100% coverage on employees’ health, term
© More than 50% of the board of directors
and parental insurance
are independent directors
© 20 EV charging stations have been set up
that provide 41 charging points
© Created a Bespoke Management
Development Program in partnership with the Indian School of Hospitality (ISH)
© Adopting an internal audit system and software (“Legatrix”) to monitor all compliances for the portfolio
© 34% of our assets have Solar water heating
© Creating a gender—diverse workforce for
© Providing regular training sessions for
to reduce the carbon footprint
fostering equality and inclusivity
© 100% installation of LED lights toward
reducing energy consumption
© 25% women in management positions and ~14% women on the board of directors
© loT-based energy monitoring
© To collaborate with ministry to maintain or
(SAMConnect) in collaboration with Zenatrix by Schneider to add energy sensors, and to achieve cost & environmental savings
enhance atrail/ park for community purposes
Whistleblower Policy, Anti-Bribery and Anti- Corruption (ABAC) practices and policy
© Our framework is certified with
accreditation, for 1S0:27701 privacy information management standard
e@e
Page 66
Strong governance with highly experienced board members
www.samhi.co.in
Ashish Jakhanwala Chairman, MD & CEO
Manav Thadani Non-Executive & Non- Independent Director
¢ Hotelivate Pvt.
Ltd.
¢ HVS Licensing
LLC
Accor Interglobe Hotels Pvt. Ltd. Pannel Kerr Forster Consultants Pvt. Ltd.
Ajish Abraham Jacob Non-Executive & Non- Independent Director
¢ Asiya Capital Investments Company K.S.C.P.
¢ Albazie & Co
(RSM)
¢ Ernst & Young
Michael David Holland Independent Director
Nexus Select Mall Management Embassy Office Parks Management Services Pvt. Ltd. Assetz Property Management Services Pvt. Ltd. JLL
Aditya Jain Independent Director
Archana Capoor Independent Director
Krishan Dhawan Independent Director
¢ International
Market Assessment (India) Pvt. Ltd. ¢ PR Pandit Public
Relations Pvt. Ltd.
¢ Chemplast Sanmar Ltd.
Tourism Finance Corporation of India Birla Cable Limited S Chand and Company Ltd. Sandhar Technologies Ltd.
¢ Bank of America ¢ Oracle India
board participation rate in both FY24 and FY25 board
meetings ensuring responsible governance and accountability
e@e
Page 67
Thank YOu