Indian Hotels Co. Ltd. · NSE:INDHOTEL

Indian Hotels — The Indian Hotels Company — Investor Presentation (February 2020)

20 slides from Indian Hotels's investor presentation, Feb 12, 2020

  1. Slide 1: Indian Hotels, Re-imagined

    Indian Hotels, Re-imagined From Aspiration to Execution PUNEET CHHATWAL | 12th February, 2020

  2. Slide 2: Pioneer legacy, South Asia's largest hospitality company

    PIONEER LEGACY SOUTH ASIA’S of Indian hospitality of 116 years largest hospitality company 197 32,000+ $1 Billion+ HOTELS Associates Revenues across 100+ locations serving with heart and soul at an enterprise level in 12 countries 2

  3. Slide 3: Indian Hotels – A Story of Aspiration, Execution and Turnaround

    Indian Hotels – A Story of Aspiration, Execution and Turnaround ₹ / crores Where we were Where we landed Where we are 4,595 4,123 4,076 4,165 3,495 3,013 2,601 1,875 249 370 355 287 310 101 -231 -63 2005/06 2006/07 2007/08 2015/16 2016/17 2017/18 2018/19 9m 2019/20 Revenue PAT *9m 2019/20 PAT is rep

  4. Slide 4: IHCL - On a Journey of Reimagination since Early 2018

    IHCL - On a Journey of Reimagination since Early 2018 What if the symbol of iconic hospitality took center stage and wrote the next 100 years? 4

  5. Slide 5: Aspiration 2022

    Aspiration 2022 Unveiled on Capital Market Day, February 2018 15 NEW PROJECTS EVERY YEAR 8% EBITDA MARGIN EXPANSION 50-50 PORTFOLIO 5

  6. Slide 6: Aspiration 2022 – 8% Margin Expansion

    Aspiration 2022 – 8% Margin Expansion Drivers of margin expansion Particulars Margin Improvement Revenue RevPAR Growth Other Operating Income 3 to 4 % Management Fee Income Incremental Income from New Inventory 8% EBITDA Costs MARGIN Operational Payroll EXPANSION Procurements (Raw Materials, Stores

  7. Slide 7: Strategic Initiatives

    Strategic Initiatives Path to Execution Re-imagine Re-structure Re-engineer  Manage Brandscape  Scale up Inventory  Expand Margins  Multiply Portfolio  Sell Non Core Assets  Embrace Technology  Manoeuvre Excellence  Simplify Holding Structure  Engage People 7

  8. Slide 8: From Aspiration to Execution

    From Aspiration to Execution Re-imagined Brandscape | Re-structured Growth | Re-engineered Performance 8

  9. Slide 9: Re-imagined Brandscape: From a Branded House to a House of Brands

    Re-imagined Brandscape: FROM a Branded House TO a House of Brands 9

  10. Slide 10: Re-imagined Brandscape: From a Hotels Business to a Hospitality Ecosystem

    Re-imagined Brandscape: FROM a Hotels Business TO a Hospitality Ecosystem Jiva Spa Khazana Topline Drivers Stays & The Trails Chambers Hotels Margin Drivers Salon - F&B niu&nau Concepts Market Share Drivers Air Catering 10

  11. Slide 11: A Short Film

    A SHORT FILM 11

  12. Slide 12: Re-structured Growth: From a Portfolio of 141 Hotels to 197 Hotels

    Re-structured Growth: FROM a Portfolio of 141 Hotels TO 197 Hotels #Hotels #Rooms 197 179 155 160 141 24,223 22,231 18,965 18,361 16,920 FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 YTD Jan 2019/20 Mgmt. % 28% 31% 32% 39% 42% 12

  13. Slide 13: Re-structured Growth: From Signing 1000 Rooms to Over 3000 Rooms a Year

    Re-structured Growth: FROM Signing 1000 Rooms TO Over 3000 Rooms a Year New Rooms Signed 3,118 2,804 1,174 632 468 FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 YTD Jan 2019/20 #Hotels 8 14 5 22 24 13

  14. Slide 14: Re-structured Growth: From Slowdown to Accelerated Openings

    Re-structured Growth: FROM Slowdown TO Accelerated Openings (1+ Hotel a Month) New Rooms Opened 1,257 1,065 625 508 442 FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 YTD Jan 2019/20 #Hotels 8 5 10 5 11 14

  15. Slide 15: Re-engineered Performance: From EBITDA Margin of 16% to 21%

    Re-engineered Performance: FROM EBITDA Margin of 16% TO 21% EBITDA Margin 20.6% 19.9% 17.6% 15.8% 16.3% FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 9M FY 2019/20 *9m 2019/20 EBITDA Margin is reported basis PRE IND AS (like-for-like for comparison purposes). Reported 9m 2019/20 EBITDA Margin on POST

  16. Slide 16: Re-engineered Performance: From Losses to Profitability

    Re-engineered Performance: FROM Losses TO Profitability PAT (₹ Cr) 310 287 101 -63 -231 FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 9M FY 2019/20 *9m 2019/20 PAT is reported basis PRE IND AS (like-for-like for comparison purposes). Reported 9m 2019/20 PAT on POST IND AS basis is ₹ 280 crores 16

  17. Slide 17: Re-engineered Performance: From a Net Debt / EBITDA of 6.47 to 1.76

    Re-engineered Performance: FROM a Net Debt / EBITDA of 6.47 TO 1.76 1.65 1.25 6.47 0.45 0.37 0.34 4.74 2.58 2.11 1.76 Mar 2016 Mar 2017 Mar 2018 Mar 2019 Dec 2019 Net Debt to EBITDA Net Debt to Equity *Trailing Twelve Months Basis | **Net Debt, EBITDA on Pre IND AS basis 17

  18. Slide 18: Re-engineered Performance: From Asset Ownership to Asset Management

    Re-engineered Performance: FROM Asset Ownership TO Asset Management SCALE SELL SIMPLIFY Scale by Unlocking Value Sale of Non Core Assets Simplifying of Latent Assets (Land / Residential Apartments) Holding Structure 18

  19. Slide 19: Indian Hotels, Re-imagined: On Course to Reach Aspiration 2022

    Indian Hotels, Re-imagined: On Course to Reach Aspiration 2022 Managed EBITDA Net Debt / Portfolio* ₹ / crores Revenue EBITDA PAT Portfolio Margin EBITDA (#Hotels) (%) Aspiration 2022 25% < 2.00 225 50% YTD Dec’19 3,495 719 20.6% 310 1.76 197 42% FY 2018 / 19 4,595 913 19.9% 287 2.11 179 39% FY 2017

  20. Slide 20: Indian Hotels, Re-imagined

    Indian Hotels, Re-imagined From Aspiration to Execution PUNEET CHHATWAL | 12th February, 2020

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