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 September 2, 2025 National Stock Exc

₹ 4,000

MATION 2017-2025 P&L BALANCE SHEET BRANDSCAPE GROWTH MARKET CAP. Where We Were in 2017 Rev. ₹ 4,000 Cr EBITDA 16% PAT (₹ 63 Cr) Net Debt ₹ 3,000+ Cr ROCE 5% Where We Are Today in 2025 Rev. ₹

16%

&L BALANCE SHEET BRANDSCAPE GROWTH MARKET CAP. Where We Were in 2017 Rev. ₹ 4,000 Cr EBITDA 16% PAT (₹ 63 Cr) Net Debt ₹ 3,000+ Cr ROCE 5% Where We Are Today in 2025 Rev. ₹ 8,500+ Cr EBI

₹ 63

E SHEET BRANDSCAPE GROWTH MARKET CAP. Where We Were in 2017 Rev. ₹ 4,000 Cr EBITDA 16% PAT (₹ 63 Cr) Net Debt ₹ 3,000+ Cr ROCE 5% Where We Are Today in 2025 Rev. ₹ 8,500+ Cr EBITDA 35%[1]

₹ 3,000

GROWTH MARKET CAP. Where We Were in 2017 Rev. ₹ 4,000 Cr EBITDA 16% PAT (₹ 63 Cr) Net Debt ₹ 3,000+ Cr ROCE 5% Where We Are Today in 2025 Rev. ₹ 8,500+ Cr EBITDA 35%[1] PAT ₹ 1,900+[1] Cr Ca

5%

P. Where We Were in 2017 Rev. ₹ 4,000 Cr EBITDA 16% PAT (₹ 63 Cr) Net Debt ₹ 3,000+ Cr ROCE 5% Where We Are Today in 2025 Rev. ₹ 8,500+ Cr EBITDA 35%[1] PAT ₹ 1,900+[1] Cr Cash Reserves ₹

₹ 8,500

0 Cr EBITDA 16% PAT (₹ 63 Cr) Net Debt ₹ 3,000+ Cr ROCE 5% Where We Are Today in 2025 Rev. ₹ 8,500+ Cr EBITDA 35%[1] PAT ₹ 1,900+[1] Cr Cash Reserves ₹ 3,000+ Cr ROCE 17% # Portfolio 150 ₹ 13,

35%

T (₹ 63 Cr) Net Debt ₹ 3,000+ Cr ROCE 5% Where We Are Today in 2025 Rev. ₹ 8,500+ Cr EBITDA 35%[1] PAT ₹ 1,900+[1] Cr Cash Reserves ₹ 3,000+ Cr ROCE 17% # Portfolio 150 ₹ 13,000 Cr # Operat

₹ 1,900

Net Debt ₹ 3,000+ Cr ROCE 5% Where We Are Today in 2025 Rev. ₹ 8,500+ Cr EBITDA 35%[1] PAT ₹ 1,900+[1] Cr Cash Reserves ₹ 3,000+ Cr ROCE 17% # Portfolio 150 ₹ 13,000 Cr # Operational 140 #Shar

17%

oday in 2025 Rev. ₹ 8,500+ Cr EBITDA 35%[1] PAT ₹ 1,900+[1] Cr Cash Reserves ₹ 3,000+ Cr ROCE 17% # Portfolio 150 ₹ 13,000 Cr # Operational 140 #Shareholders 1.4L ₹ 13,000 Cr # Pipeline 10 In

₹ 13,000

8,500+ Cr EBITDA 35%[1] PAT ₹ 1,900+[1] Cr Cash Reserves ₹ 3,000+ Cr ROCE 17% # Portfolio 150 ₹ 13,000 Cr # Operational 140 #Shareholders 1.4L ₹ 13,000 Cr # Pipeline 10 Instl. Holding 40% # Portfoli

rs 1.4

r Cash Reserves ₹ 3,000+ Cr ROCE 17% # Portfolio 150 ₹ 13,000 Cr # Operational 140 #Shareholders 1.4L ₹ 13,000 Cr # Pipeline 10 Instl. Holding 40% # Portfolio 565+ ₹ 1,00,000+ Cr # Operational 25

“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 13 ELEVATING OUR VISION, ALIGNED WITH OUR PURPOSE VALUED, RESPONSIBLE ECOSYSTEM MOST ICONIC^& PROFITABLE HOSPITALITY COMPANY^ IN SOUTH ASIA 14 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 15 WHERE TO PLAY CONTINUOSLY REIMAGINING OUR BRANDSCAPE 150 mn. 2 4 3 5 1 50 mn. 600 mn. Taj Palaces Taj SeleQtions Vivanta Ginger Tree of Life Gateway Claridges Collection Luxury Branded Residences 1 2 3 4 Low Medium Price Positioning High 5 Brij 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 16 IHCL BRANDSCAPE BY SEGMENTS & THEMES Luxury Boutique Luxury Upscale – Full Service Upscale – Lifestyle Midscale 17 BY SEGMENTS BY THEMES Platform / Collections Boutique Leisure 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 18 WHERE TO PLAY INTERNATIONAL MARKE