Slide 1: FY 2018 Results
FY 2018 RESULTS F e b r u a r y 2 1 st 2019
Slide 2: Disclaimer
DISCLAIMER By reading the following presentation slides, you further agree to be bound by the following limitations and qualifications: This presentation is for information purposes only and does not constitute an offer or solicitation for the sale or purchase of any securities, any part of the busi
Slide 3: Opening Remarks
OPENING REMARKS Sébastien Bazin Chairman & CEO
Slide 4: 2018 was a turning point
2018 WAS A T URNI NG PO I NT R E S U L T S Booster: Moving to Capital Allocation Focus on an Asset-Light model of Booster proceeds Asset-Light priorities 2 0 1 8 F Y €2.0bn bolt-on M&A Global sales / Distribution & loyalty A C C O R H O T E L S Sale of 65% Marketing €4.8bn cash proceeds Leverage our
Slide 5: Fully in line with mid-term targets
F U L LY I N L I N E W I T H M I D T E R M TA R G E T S R E S U L T S KPI Mid-term Targets FY18 Achievements 2 0 1 8 RevPAR > +3% CAGR +5.6% F Y Organic +5% +5.0% Net System Growth / A C C O R H O T E L S HotelServices & Holding +10-12% +10.7% EBITDA L/L growth Recurring Free Cash > 10% CAGR +22% Fl
Slide 6: Strong potential for development in our core markets
STRONG POTENTIAL FOR DEVELOPMENT IN OUR CORE MARKETS R E S U L T S 25 Spain 20 Hotel ratio (room / k. inhabitants) Italy 2 0 1 8 USA 15 UK F Y Canada France UAE Singapore Germany / Saudi Arabia A C C O R H O T E L S Australia Thailand 10 Portugal Japan Argentina Mexico Chile 5 Bolivia Turkey Vietnam
Slide 7: Empowering our people
EMPOWERING OUR PEOPLE R E S U L T S Attracting Developing Committed talents competencies team 2 0 1 8 F Y 80,000 91% 77% / A C C O R H O T E L S of employees trained in recruitments z in 2018 of employees feel 2018 committed to the group 55% 800 174,000 of employees are under 35 in-house instructors
Slide 8: FY 2018 Results
FY 2018 RESULTS Jean-Jacques Morin Deputy CEO
Slide 9: FY 2018 financial achievements
FY 2018 FINANCIAL ACHIEVEMENTS R E S U L T S Business Financial Shareholder Momentum Performance Return 2 0 1 8 F Y System-wide RevPAR Business volume Recurring Free Cash Flow / A C C O R H O T E L S +5.6% L/L c.€20bn at €529m +5% net organic system €712m EBITDA Dividend policy 50% of the growth In
Slide 10: 100K rooms added to our portfolio over 2018
100K ROOMS ADDED TO OUR PORTFOLIO OVER 2018 R E S U L T S Organic Total 300 hotels 138 hotels 86 hotels 18 hotels 10 hotels 8 hotels 28 hotels 588 hotels 44k rooms 25k rooms 21k rooms 7k rooms 2k rooms 1k rooms 1k rooms 100k rooms 2 0 1 8 By segment By region F Y / A C C O R H O T E L S 44% Luxury &
Slide 11: FY18 opening highlights
FY18 OPENING HIGHLIGHTS R E S U L T S 2 0 1 8 F Y / F a i r m o n t - A u s t i n , U S A R a f f l e s - W a r s a w , P o l a n d A C C O R H O T E L S F a i r m o n t R i y a d h – K S A R i x o s – S a a d i y a t I s l a n d , A b u D h a b i
Slide 12: 5% net system growth
5% NET SYSTEM GROWTH (At December 31, 2018 - in rooms) R E S U L T S 333k 212k 2 0 1 8 62k 97k 59k F Y 40k 38k 42k / A C C O R H O T E L S 15k 5k Europe ASPAC MEA South America NCAC 4 780 704k 100+ 1 118 198k Network Hotels Rooms Countries Pipeline Hotels Rooms
Slide 13: Strong 5.6% RevPAR growth across all segments
S T R O N G 5 . 6 % R E V PA R GROWTH ACROSS ALL SEGMENTS R E S U L T S 6.2% 5.9% 6.1% 4.6% 5.3% 5.0% FY 18 RevPAR 5.0% by segment 2 0 1 8 2.8% F Y Luxury +5.6% / A C C O R H O T E L S Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Midscale +5.5% 2017 2018 Economy +5.3% RevPAR L/L Occupancy Rate Average Room Rate
Slide 14: Strong Q4 closing a solid year
STRONG Q4 CLOSING A SOLID YEAR R E S U L T S Europe Asia Pacific 7.9% 6.5% 7.1% 6.2% 5.8% 6.2% 2 0 1 8 6.7% 5.1% 5.3% 6.2% 5.9% 4.8% 4.6% 4.0% F Y 3.1% 2.2% / A C C O R H O T E L S Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2017 2018 2017 2018 RevPAR L/L Occupancy Rate Average Room Rate
Slide 15: Revenue growth of +8.8% L/L
REVENUE GROWTH OF +8.8% L/L R E S U L T S (1) In €m 2017 2018 CHANGE 2 0 1 8 Reported L/L F Y HotelServices 2,484 2,618 +5.4% +8.4% / A C C O R H O T E L S Hotel Assets & Other 752 1,086 +44.5% +8.4% New Businesses 100 149 +49.4% +2.4% Holding & Intercos (248) (243) N/A N/A AccorHotels 3,087 3,610 +
Slide 16: A 9.0% L/L increase in management & franchise revenue
A 9.0% L/L INCREASE IN MANAGEMENT & FRANCHISE REVENUE R E S U L T S By region By segment 2 0 1 8 In €m 2017(1) 2018 L/L(2) 31% 37% 38% Luxury F Y Europe 475 500 +8.7% / ASPAC 198 209 +8.4% A C C O R H O T E L S 38% 35% 34% Midscale MEA 77 81 (1.1)% NCAC 117 132 +17.1% 31% 28% 28% Economy South Ameri
Slide 17: New Businesses growing at +2.4% L/L
NEW BUSINESSES G R O W I N G AT + 2 . 4 % 2 different dynamics L/L R E S U L T S 3 profitable acquisitions & positive performances Revenue by quarter In €m 40 40 2 0 1 8 38 32 31 30 D-EDGE F Y 24 (ex Availpro & Fastbooking) / First year positive EBITDA A C C O R H O T E L S 13 VeryChic Profitable gr
Slide 18: Hotel Assets & Others growing at +8.4% L/L
HOTEL ASSETS & OTHERS G R O W I N G AT + 8 . 4 % L / L R E S U L T S Revenue by region Key performance indicators 46% Europe 2 0 1 8 Portfolio RevPAR Revenue F Y 37% ASPAC (1) / 46,223 +9.0% +8.4% A C C O R H O T E L S rooms L/L L/L 12% South America 247 o/w €1,086m 3% MEA hotels +7.3% L/L o/w €296m
Slide 19: EBITDA growth of +8.0% L/L
EBITDA GROWTH OF +8.0% L/L R E S U L T S In €m 2017(1) 2018 CHANGE 2 0 1 8 Reported L/L HotelServices 635 705 +11.0% +12.3% F Y / Hotel Assets & Other 126 167 +32.6% +9.4% A C C O R H O T E L S New Businesses (25) (28) (11.0)% (70.5)% Holding & Intercos (114) (132) N/A N/A AccorHotels 622 712 +14.5%
Slide 20: M&F EBITDA growth of +9.7% L/L
M&F EBITDA GROWTH OF +9.7% L/L R E S U L T S L/L (1) In €m 2017 2018 CHANGE 2 0 1 8 Europe 363 387 +11.0% F Y / ASPAC 128 128 +6.9% A C C O R H O T E L S MEA 46 51 +2.6% NCAC 72 76 +9.6% South America 12 16 +22.8% Total 619 659 +9.7% (1) Proforma figures (IFRS 15 and post-Booster closing) N o v o t
Slide 21: Adjusted EBITDA reaching €1bn mark
21 ADJUSTED EBITDA REACHING €1BN MARK A C C O R H O T E L S / F Y 2 0 1 8 R E S U L T S
Slide 22: Net profit surge on €2.4bn AccorInvest capital gain
NET PROFIT SURGE ON 2 . 4 B N A C C O R I N V E S T C A P I TA L G A I N R E S U L T S 2 0 1 8 F Y / A C C O R H O T E L S 22
Slide 23: Strong cash conversion at 83%
S T R O N G C A S H C O N V E R S I O N AT 8 3 % W I T H R E C U R R I N G F C F E X PA N D I N G 2 2 % Y O Y R E S U L T S FY 2018 recurring investment by segment X 2 0 1 8 63% HotelServices F Y / A C C O R H O T E L S 5% New Businesses 25% Hotel Assets 7% Holding (1) Cash conversion defined as (EB
Slide 24: 2018 proposed dividend
2018 PROPOSED DIVIDEND R E S U L T S 2 0 1 8 Recurring Free Cash Flow (1) €529m Subject to F Y shareholders’ / A C C O R H O T E L S Ordinary Dividend per share (2) €1.05 approval at the AGM on April 30, 2018 (1) EBITDA minus cost of debt, cash taxes, recurring investments and working capital 24
Slide 25: Swift strategic redeployment of AccorInvest proceeds
S W I F T S T R AT E G I C R E D E P L O Y M E N T OF ACCORINVEST PROCEEDS R E S U L T S 2 0 1 8 F Y / A C C O R H O T E L S Figures may not add up due to rounding 25
Slide 26: A strengthened balance sheet supporting investment grade
A STRENGTHENED BALANCE SHEET SUPPORTING INVESTMENT GRADE R E S U L T S Cost of debt secured and maturity extended IFRS Debt repayment schedule (2) 2 0 1 8 4.8 years 4.5 4.6 868 4.2 F Y 3.5 3.6 3.6 / 609 603 A C C O R H O T E L S 4.3% 497 3.1% 2.9% 2.9% 343 2.0% 1.9% 1.8%(1) 201 78 2013 2014 2015 201
Slide 27: Solid perspectives
Solid perspectives Convert 2018 record pipeline into new 2019 openings Continue integration of 2018 acquisitions Pursue EBITDA growth in the trajectory towards our €1.2bn target in 2022 Maintain high level of cash conversion Commitment to asset-light model and cost rightsizing R i x o s P r e m i u
Slide 28: 2019 & beyond: a new guest promise
2019 & beyond: a new guest promise
Slide 29: Strategic priorities in our new asset-light model
Strategic priorities in our new asset-light model Talent & Culture Distribution & Loyalty Brands Let’s make our people Strong emphasis on Enhance globally hotel shine traffic & distribution brand awareness to drive additional RevPAR Retain key people Launch of a brand new and add savoir-faire loyalt
Slide 30: Substantial impacts from marketing and loyalty efforts
Substantial impacts from marketing and loyalty efforts Guest satisfaction (RPS) Number of members (M) 88.8 50 88.5 87.2 87.5 41 32 83.9 82.9 82.5 25 82.2 81.7 81.5 80.6 80.9 81.2 80.5 80.1 79.5 2015 2016 2017 2018 2015 2015 2016 2016 2017 2017 2018 2018 2015 2016 2017 2018
Slide 31: Awareness & experience matter
Awareness & experience matter +18pts positive image of the brand among spectators vs others (2018) 1.5m spectators / year (170 events) €60m gross media value earned media only (2016- 2018) – all media €6m Sponsorship costs / year 37% naming awareness
Slide 32: Marketing & Loyalty strategy going forward
Marketing & Loyalty strategy going forward Boost our marketing & loyalty 1 efforts to catch up with best-in-class 2 Enhance visibility & usage of our loyalty program Transform our engagement strategy
Slide 33: Accor has gathered all the building blocks to connect a strong ecosystem
Accor has gathered all the building blocks to connect a strong ecosystem and attract & retain guests BEYOND HOSPITALITY TOP TIER v HOTELS BRANDS PARTNERS Multiplying touchpoints to get into people’s daily life
Slide 34: Bringing « Augmented Hospitality » to life through a new Guest promise
Now it’s time to bring « Augmented Hospitality » to life through a new Guest promise
Slide 35: Loyalty & partnerships
Loyalty & partnerships
Slide 36: Loyalty is at the heart of our direct distribution performance
Loyalty is at the heart of our direct distribution performance Loyalty members High tiers A strategic lever are responsible for... lead the growth to support our international footprint Evolution of annual expenses per member 2018 vs 2015 45% 85% +22% 11% +129% +20% Platinum 5% 31% Direct web revenu
Slide 37: Customers expectations have massively changed
Customers expectations have massively changed SIMPLICITY & ALL IN ONE SEAMLESSNESS PERSONALIZATION IMMEDIACY ECOSYSTEM Simple rules Intuitive & easy to use Guest preferences Consolidate core services interfaces knowledge Clearly understandable Diversify services to better commercial and loyalty term
Slide 38: They want it all…
SIMPLICITY & ALL IN ONE EXPERIENCES SEAMLESSNESS PERSONALIZATION ECOSYSTEM & PASSIONS IMMEDIACY They want it all…
Slide 39: Accor Live Limitless
ACCOR LIVE LIMITLESS
Slide 40: www.all.accor.com
www.all.accor.com All ACCOR LIVE LIMITLESS
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Slide 42: New Social media strategy
New Social media strategy WELCOME TO ,/EETINGS 125 |AMA SHELTER |250 PTS pee male val ME | NJExTDOOR Lib F
Slide 43: A fully revamped loyalty promise to live limitless
A fully revamped loyalty promise to live limitless NEW PREMIUM STATUS ENRICHED PARTNERSHIPS BENEFITS & EXPERIENCES NEW IDENTITY & BRANDING Live by Q4 2019
Slide 44: Partnerships at the heart of guest engagement & group profit
Partnerships are at the heart of both guest engagement & group profit generation Awareness & pride Payment Unique Experiences GUEST GROUP Economic PARTNERSHIPS Ticketing ENGAGEMENT PROFIT Model Airlines Perso°& Experience Local Retail Activities Unlocking an ecosystem of personalized benefits, servi
Slide 45: Significant partnership growth potential
Significant partnership growth potential Members Contribution Partnership revenue 59% 50% 43% From 35% 30% $250m to 110 100 59% 50% $600m+ 80 43% 35% for our competitors 60 30% 50 MARRIOTT IHG HILTON WYNDHAM AH HILTON MARRIOTT IHG WYNDHAM AH $6m Since 1983 1983 1987 2004 2008 ACCORHOTELS Definition
Slide 46: Far beyond the stay, partnerships anchor All in member's day-to-day
Far beyond the stay, partnerships anchor All in member’s day-to-day Increase member Create an always-on Increase Multiply touchpoints conversion ecosystem retention & CLV & frequency Car Rental Food Unique Local Delivery Payment Airlines Experiences Activities Taxi & Urban rideshare MultiModal Every
Slide 47: 3 passion points stand out from our loyalty members
3 passion points stand out from our loyalty members “ If new loyalty partners were incorporated, which areas would be of most interest to you? ” Dining & Culinary 51% TOP3 Entertainment 40% Sport 38% Transportation & Mobility 30% Art & culture 27% Electronics & Technology 27% Music Streaming 25% Fil
Slide 48: All will meet all of these passions
All will meet all of these 3 passions
Slide 49: A strategic partnership to address dining & culinary worldwide
A strategic partnership to address dining & culinary worldwide London Toronto Paris Hong Kong Sao Paulo Chef masterclasses & culinary encounters
Slide 50: All will meet all of these passions
All will meet all of these 3 passions
Slide 51: A strategic partnership to address entertainment worldwide
A strategic partnership to address entertainment worldwide Europe Asia South America 60k tickets & private suites for Loyalty members
Slide 52: All will meet all of these passions
All will meet all of these 3 passions
Slide 53: A major global partnership
A major global partnership MASSIVE UNIQUE BRAND EXPOSURE EXPERIENCES AWARENESS FOR UPCOMING DELIVERED ALL YEAR-ROUND OPPORTUNITIES LOYALTY RELAUNCH TO ENGAGE MEMBERS Joint press conference on February 22nd at Parc des Princes stadium
Slide 54: Brand marketing
Brand marketing
Slide 55: Marketing Investment Benefits – Brand Equity & Growth
Marketing Investment Benefits – Brand Equity & Growth Increased brand equity 2019-2021 Increased Increased fees A virtuous circle driving performance sustainable brand momentum Increased pipeline
Slide 56: Massive additional marketing investment to drive business impact
Massive additional marketing investment to drive business impact 07 88% 09 2 GLOBAL BRANDS FEE INCOME MAJOR COUNTRIES YEAR TIMEFRAME
Slide 57: Focus on high impact global brands & feeder markets
Focus on high impact global brands & feeder markets Focus on 7 key global brands And 9 top markets Raffles 6% MEA USA 5% Ibis Fairmont France 26% 10% 25% 14% Sgpre 3% Aust. 7% Sofitel 14% China 8% Novotel 16% Pullman Brazil Germany Mercure 12% 9% 19% UK 12% 14%
Slide 58: A series of brand relaunches planned throughout the year
A series of brand relaunches planned throughout the year Q1 2019 Q2 2019 Q3 2019 Q4 2019 IBIS SOFITEL NOVOTEL MERCURE PULLMAN RAFFLES FAIRMONT
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Slide 60: 360° Integrated Brand Management Strategy
360° Integrated Brand Management Strategy Owned PR activation ibis.com media and events Social Digital Media VIBRANT OPEN EXPERIENCE Festival activations TV BRAND BRAND PROGRAM COMMUNICATIONS « WE ARE OPEN » « IBIS MUSIC » Spotify Print BRAND BRAND 100 (40) EXPERIENCE HEARTISTS In-hotel concerts « O
Slide 61: ibis new communication platform
IBIS NEW COMMUNICATION PLATFORM Increase brand awareness (esp. For 18-35 generation) Improve emotional perception by establishing ibis on a lifestyle territory By laddering up from « value for money » promise To inspirational value There is a strong human value ibis can claim as a leading hospitalit
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Slide 63: Functional / Experiential
FUNCTIONAL EXPERIENTIAL
Slide 64: Financials
Financials
Slide 65: €225m investment delivering €75m incremental run rate EBITDA
All these initiatives add up to €225m investment delivering €75m incremental run rate EBITDA €225m to be invested €75m incremental run rate EBITDA in 3 areas through 3 levers Loyalty program >10pts loyalty contribution Support the transformation of our new loyalty strategy increase Partnerships >€10
Slide 66: 2019-2022 Estimated EBITDA Impact
2019-2022 Estimated EBITDA Impact €m 75 60 • Value creation of x4 investments • In 2022, the €60m are on top of the 0 €1.2bn target • Investment to be tracked separately (45) as non recurring to assess Group (55) performance & dividend 2019 2019 2020 2020 2021 2021 2022 2022 Run Run rate rate
Slide 67: More to come on March 4th
More to come on March 4" A ACCOR
Slide 68: Appendices
S O S o f i t e l H u a N i n e C h a A m - T h a i l a n d APPENDICES 68
Slide 69: New accounting principles: impact of IFRS 16 implementation
NEW ACCOUNTING PRINCIPLES I M PA C T O F I F R S 1 6 I M P L E M E N TAT I O N R E S U L T S Standard distinguishes between: Current • Finance leases: the lessee has substantially all of the risks and reward of ownership 2 0 1 8 • Operating leases: the lessor has substantially all of the risks and r
Slide 70: New reporting since H1 2018
NEW REPORTING SINCE H1 2018 R E S U L T S HotelServices New Businesses Hotel Assets & Other Holding & Intercos Management • Onefinestay • Orbis assets • Interco elimination 2 0 1 8 & Franchise • Fastbooking • EBITDAR leases • Corporate functions • Procurement • Availpro • Sofitel F Y • Verychic Gezi
Slide 71: Appendices: FY 2018 Revenue
71 FY 2018 REVENUE APPENDICES A C C O R H O T E L S / F Y 2 0 1 8 R E S U L T S
Slide 72: FY18 revenue from like-for-like to reported
FY18 REVENUE FROM LIKE-FOR-LIKE TO REPORTED R E S U L T S HotelServices: +8.4% comp (1) Like-for-Like +8.8% +€273m New businesses: +2.4% L/L Hotel Assets: +8.4% L/L 2 0 1 8 Perimeter M&A integration of which: +12.8% F Y +€394m • Hotel Assets & Other: €319m / • New Businesses: €47m A C C O R H O T E
Slide 73: Q4 revenue from like-for-like to reported
Q4 REVENUE FROM LIKE-FOR-LIKE TO REPORTED R E S U L T S HotelServices: +10.9% comp (1) Like-for-Like +11.5% +€95m New businesses: +4.7% L/L Hotel Assets: +10.5% L/L 2 0 1 8 Perimeter +25.2% M&A integration F Y +€208m / A C C O R H O T E L S Currency Slight negative currency effect (1.5)% €(12)m • US
Slide 74: Strong Q4 revenue up 11.5% L/L
STRONG Q4 REVENUE U P 11 . 5 % L / L R E S U L T S Q4 Q4 CHANGE In €m 2017 2018 Reported L/L 2 0 1 8 HotelServices 636 733 +15.3% +10.9% F Y / New Businesses 24 38 +57.0% +4.7% A C C O R H O T E L S Hotel Assets & Other 185 364 +96.4% +10.5% Holding & Intercos (19) (18) +6.5% +27.4% AccorHotels 827
Slide 75: HotelServices Q4 management & franchise revenue
HOTELSERVICES Q4 MANAGEMENT & FRANCHISE REVENUE R E S U L T S Q4 Q4 In €m L/L(1) 2017 2018 2 0 1 8 Europe 125 138 +13.2% F Y ASPAC 57 66 +7.5% / A C C O R H O T E L S MEA 19 25 (5.2)% NCAC 30 40 +29.6% South America 13 12 +21.6% Total 245 281 +12.5% (1) Like-for-like revenue growth includes fees lin
Slide 76: Appendices: RevPAR
76 R e v PA R APPENDICES A C C O R H O T E L S / F Y 2 0 1 8 R E S U L T S
Slide 77: RevPAR - System-wide
R e v PA R - S Y S T E M W I D E Q4 H2 FY R E S U L T S 2018 2018 2018 OR ARR RevPAR OR ARR RevPAR OR ARR RevPAR 2 0 1 8 chg chg chg chg chg chg chg chg chg % pts € € % pts € € % pts € € F Y % L/L % L/L % L/L % L/L % L/L % L/L L/L L/L L/L / A C C O R H O T E L S Lux. & Upscale 67.4 +1.7 145 +3.3 98
Slide 78: RevPAR - Geographical breakdown (1/2)
R e v PA R - GEOGRAPHICAL BREAKDOWN (1/2) Q4 H2 FY R E S U L T S 2018 2018 2018 OR ARR RevPAR OR ARR RevPAR OR ARR RevPAR chg chg chg chg chg chg chg chg chg % pts € % € % % pts € % € % % pts € % € % 2 0 1 8 L/L L/L L/L L/L L/L L/L L/L L/L L/L Lux. & 70.1 +3.0 162 +5.9 113 +10.5 74.7 +2.4 170 +7.2 1
Slide 79: RevPAR - Geographical breakdown (2/2)
R e v PA R - GEOGRAPHICAL BREAKDOWN (2/2) Q4 H2 FY R E S U L T S 2018 2018 2018 OR ARR RevPAR OR ARR RevPAR OR ARR RevPAR chg chg chg chg chg chg chg chg chg % pts € % € % % pts € % € % % pts € % € % 2 0 1 8 L/L L/L L/L L/L L/L L/L L/L L/L L/L Lux. & 64.2 +6.0 133 -4.3 86 +5.7 63.4 +3.6 147 +0.8 93
Slide 80: RevPAR - France
R e v PA R - F R A N C E Q4 H2 FY R E S U L T S 2018 2018 2018 OR ARR RevPAR OR ARR RevPAR OR ARR RevPAR 2 0 1 8 chg chg chg chg chg chg chg chg chg F Y % pts € % € % % pts € % € % % pts € % € % L/L L/L L/L L/L L/L L/L L/L L/L L/L / A C C O R H O T E L S Lux. & Upscale 69.3 +2.3 207 +8.2 144 +11.8 7
Slide 81: Appendices: Exchange rates
81 R AT E S EXCHANGES APPENDICES A C C O R H O T E L S / F Y 2 0 1 8 R E S U L T S
Slide 82: Q4 2018 exchange rates
Q 4 2 0 1 8 E X C H A N G E R AT E S R E S U L T S Q4 2018 €1 = X Q4 2017 Q4 2018 vs. Foreign Currency average rate average rate Q4 2017 2 0 1 8 Australian dollar (AUD) 1.53 1.59 (3.8)% F Y Brazilian real (BRL) 3.83 4.34 (13.5)% / A C C O R H O T E L S Canadian dollar (CAD) 1.50 1.51 (0.7)% Egyptian
Slide 83: H2 2018 exchange rates
H 2 2 0 1 8 E X C H A N G E R AT E S R E S U L T S H2 2018 €1 = X H2 2017 H2 2018 vs. Foreign Currency average rate average rate H2 2017 2 0 1 8 Australian dollar (AUD) 1.51 1.59 (5.4)% F Y Brazilian real (BRL) 3.77 4.47 (18.6)% / A C C O R H O T E L S Canadian dollar (CAD) 1.48 1.51 (2.0)% Egyptian
Slide 84: FY 2018 exchange rates
F Y 2 0 1 8 E X C H A N G E R AT E S R E S U L T S FY 2018 €1 = X FY 2017 FY 2018 vs. Foreign Currency average rate average rate FY 2017 2 0 1 8 Australian dollar (AUD) 1.47 1.58 (7.3)% F Y Brazilian real (BRL) 3.61 4.31 (19.3)% / A C C O R H O T E L S Canadian dollar (CAD) 1.47 1.53 (4.4)% Egyptian
Slide 85: Appendices: Portfolio
85 PORTFOLIO APPENDICES A C C O R H O T E L S / F Y 2 0 1 8 R E S U L T S
Slide 86: Portfolio at December 31st (1/2)
P O R T F O L I O AT D E C E M B E R 3 1 ST 2 0 1 8 ( 1 / 2 ) R E S U L T S OWNED & LEASED MANAGED FRANCHISED TOTAL #hotels #rooms #hotels #rooms #hotels #rooms #hotels #rooms 2 0 1 8 Luxury & Upscale 22 6,014 98 18,692 59 11,177 179 35,883 Midscale 58 11,117 338 53,529 539 57,353 935 121,999 F Y Ec
Slide 87: Portfolio at December 31st (2/2)
P O R T F O L I O AT D E C E M B E R 3 1 ST 2 0 1 8 ( 2 / 2 ) OWNED & LEASED MANAGED FRANCHISED R E S U L T S TOTAL #hotels #rooms #hotels #rooms #hotels #rooms #hotels #rooms Luxury & Upscale - - 69 26,240 8 4,189 77 30,429 2 0 1 8 Midscale - - 7 2,818 8 1,724 15 4,542 Economy - - 19 2,504 2 233 21
Slide 88: Appendices: Glossary
88 GLOSSARY APPENDICES A C C O R H O T E L S / F Y 2 0 1 8 R E S U L T S
Slide 89: Glossary
GLOSSARY R E S U L T S • Europe (including France & Switzerland) REGIONAL ORGANIZATION • MEA: Middle-East and Africa 2 0 1 8 • ASPAC: Asia Pacific Region • NCAC: North & Central America & Caribbean F Y • South America / A C C O R H O T E L S • AccorPlus, a pay-to-join loyalty program OTHERS • Timesh
Slide 90: Raffles Makati - Philippines
R a f f l e s M a k a t i - P h i l i p p i n e s 90