GROUP QUARTERLY PRESENTATION Q2 31 JULY 2018

Transcription

1 GROUP QUARTERLY PRESENTATION Q2 31 JULY 2018

2 GROUP INTERIM RESULTS 2018 Q2/H1

3 Q KEY HIGHLIGHTS VERY ENCOURAGING QUARTER: BEST EVER EBITDA IN THE COMPANY S HISTORY, REFINANCING COMPLETED AND ALL 5YP INITIATIVE IN LINE OR AHEAD OF PLAN Revenue 253.7m Reported Revenue, - 0.4m vs. LY (-0.2%) mainly due to the exit of eight leases last year (- 7.1m) and the strengthening of the Euro (- 7.0m) 258.0m LFL+R Revenue, m vs. LY (+5.6%) mainly driven by the positive performance of the Lease business in the Nordics (+ 9.8m) and the Fee business in Eastern Europe (+ 1.2m) EBITDA 40.4m Reported EBITDA, m vs. LY (+42.3%) 15.9% EBITDA margin (+4.7 p.p.) due to a reduction in operating costs of 7.8m and a decrease in rents of 3.5m RevPAR Guidance 2018 Reported RevPAR, +1.6% despite the negative impact of FX (-3.6%) and the opened and exited hotels (-3.0%) RevPAR LFL+R grew by +8.2% mainly driven by the positive performance of the Nordics, the World Cup in Russia and the revenue management initiatives (IDeaS and room types) including the segmentation strategy with the clean-up of low profitable business LFL+R Revenue increase of 4.0%-4.5% Reported EBITDA margin c. 11% 3 Note: LFL+R is Like for like portfolio plus renovations at constant exchange rate

4 Q KEY HIGHLIGHTS WE ARE MAKING EXCELLENT PROGRESS WITH THE 5 YEAR OPERATING PLAN (5YP) We have successfully issued 250m senior secured notes to finance our 5-year operating plan. Our business plan was strongly supported by the market. We have made significant progress with the 5YP key initiatives 1 Brand Standards: New standards have been redefined and are in progress of implementation 2 New Brands: Market response to Radisson Collection, new Radisson and new RED is very positive 3 Repositioning: Investments 2017 and 2018 are ahead of plan 4 Pricing: Early results of initiatives (IDeaS and room types) as well as results of revenue management are positive 5 Rents: Negotiations show very good progress 6 Working together: Very good start of collaboration among Marketing, Sales and Revenue Optimization 7 HR: Good evolution of key cost saving initiatives (new ERP) 8 Other areas: Good progress in IT, HR, Responsible Business, etc. 9 Operations & Development: Very good management of rooms in operation and very strong expansion 4

5 Q HIGHEST EBITDA IN THE COMPANY S HISTORY FOR A QUARTER EBITDA INCREASE OF 12.0M (42.3%) Profits and Loss M Q Q Vs Last Year m % LFL+R Revenue Revenue (0.4) (0.2) Payroll (82.1) (88.7) Other OPEX (76.1) (77.0) EBITDAR % over Revenue pp Rents & Guarantees (55.8) (59.3) Share of income in assoc. 0.5 (0.7) EBITDA % over Revenue pp Depreciations (12.2) (10.7) (1.5) (13.6) Write-downs (0.1) (10.4) Termination of contracts (1.0) (1.0) (0.0) (0.0) EBIT % over Revenue pp Net financial expenses (0.5) (0.4) (0.1) (36.0) Income tax (6.1) (2.3) (3.8) (161.5) Net Income Revenue decreased by - 0.4m (-0.2%) to 253.7m. The decrease is mainly due to the exit of eight leases at the end of last year (- 7.1m) and the strengthening of the Euro (- 7.0m). Like-for-like revenue, including hotels under renovation, increased by m (+5.6%). The positive impact of timing of Easter is estimated at 5.2m EBITDA increased by m (+42.3%) to 40.4m and the EBITDA margin increased +4.7 p.p. to 15.9%. The increase is mainly due to the like-for-like revenue growth and reduction in operating costs in leased hotels, supported by cost advantage initiatives in the 5-year plan and three leases turning from fixed to variable rent EBIT increased by m (+330.2%) to 27.1m and the EBIT margin improved +8.2 p.p. to 10.7%, due to the EBITDA development and 10.3m lower costs for writedowns of intangible and tangible assets Net Income for the period increased by m (+471.5%) to 20.5m 5

6 Q M CONTRIBUTION TO EBITDA FROM THE LIKE-FOR-LIKE PORTFOLIO m Q Q Change ( m) Change (%) FX ( m) Exits ( m) Entries ( m) One-Offs ( m) Revenue (0.4) (0.2) (7.0) (9.2) EBITDAR (3.0) (2.7) EBITDA (1.6) (0.3) EBIT (1.4) (0.3) LFL+R ( m) LFL+R (%) FX had negative impact of - 7.0m on Revenue and - 1.4m on EBIT. Negative FX on EBIT mainly from the fee business (mainly RUB, GBP and TRY) Exits include eight Park Inn leases with negative impact on Revenue of - 7.2m, but positive impact on EBIT of + 1.1m. The positive impact from these lease exits is offset by exits of managed and franchised hotels Contribution of + 1.5m from new hotels to EBIT with strong profit conversion Positive one-offs of m is mainly due to lower costs for write-downs of 10.3m On a like-for-like basis, including hotels under renovation ( LFL+R ), Revenue is up m (+5.6%) vs last year with very strong conversion to EBIT 6

7 H THE STRONGEST H1 IN THE HISTORY OF THE COMPANY EBITDA INCREASE OF 15.6M (50.5%) 1 Profits and Loss M H H Vs Last Year m % LFL+R Revenue Revenue (16.7) (3.5) Payroll (158.8) (172.4) Revenue decreased by m (-3.5%) to 459.9m. The decrease is mainly due to the strengthening of the Euro (- 14.9m) and the exit of eight leases at the end of last year (- 13.6m). Like-for-like revenue, including hotels under renovation, increased by m (+2.8%) 2 Other OPEX (142.9) (154.1) EBITDAR % over Revenue pp Rents & Guarantees (117.7) (118.2) Share of income in assoc. (0.1) (1.0) EBITDA EBITDA increased by m (+50.5%) to 46.5m and the EBITDA margin increased +3.6 p.p. to 10.1%. The increase is mainly due to the like-for-like revenue growth, reduction in operating costs in leased hotels and exit of loss making hotels at the end of In addition, net costs for central activities decreased by 6.9m 3 % over Revenue pp Depreciations (23.0) (21.2) (1.8) (2.9) Write-downs (0.2) (10.6) Termination of contracts (1.0) (1.0) (0.0) (0.0) EBIT 22.3 (1.9) 24.2 N/A % over Revenue 4.8 (0.4) 5.2 pp 3 4 EBIT improved m to 22.3m and the EBIT margin improved +5.2 p.p. to 4.8%, due to the EBITDA development and 10.4m lower costs for write-downs of intangible and tangible assets Net Income for the period improved m to 15.5m Net financial expenses (0.6) (1.0) Income tax (6.2) (1.1) (5.1) (454.4) 4 Net Income 15.5 (4.0) 19.5 N/A 7

8 H THE STRONGEST H1 IN THE HISTORY OF THE COMPANY m H H Change ( m) Change (%) FX ( m) Exits ( m) Entries ( m) One-Offs ( m) Revenue (16.7) (3.5) (14.9) (17.5) EBITDAR (6.0) (4.7) EBITDA (2.6) (0.4) EBIT 22.3 (1.9) 24.2 N/A (2.0) (0.4) LFL+R ( m) LFL+R (%) FX had negative impact of m on Revenue and - 2.0m on EBIT. Negative FX on EBIT mainly from the fee business (mainly RUB, GBP and TRY) Exits include eight Park Inn leases with negative impact on Revenue of m, but positive impact on EBIT of 2.3m. The positive impact from these lease exits is offset by exits of managed and franchised hotels, including a non-recurring termination fee income in 2017 of 1.5m Contribution of + 2.2m from new hotels to EBIT with strong profit conversion Positive one-offs of m is mainly due to lower costs for write-downs of 10.4m On a like-for-like basis, including hotels under renovation ( LFL+R ), Revenue is up m (+2.8%) vs last year with very strong conversion to EBIT 8

9 EXCELLENT Q2 2018: LFL+R REVPAR INCREASE OF +8.2% L/L+R Occupancy L/L+R RevPAR L/L+R Average Room Rate Reported RevPar Reported RevPAR, +1.6% despite the negative impact of FX (-3.6%) and the opened and exited hotels (-3.0%) 8,2% 4,0% 4,7% 4,3% 1,7% 2,4% 1,6% -0,8% -2,0% -3,6% Q2 17 Q3 17 Q4 17 Q1 18 Q2 18 RevPAR LFL+R grew by +8.2% mainly driven by the positive performance of the Nordics, the World Cup in Russia and the revenue management initiatives (IDeaS and room types) including the segmentation strategy with the clean-up of low profitable business Growth via Average Rate (+5.6%) and Occupancy (+1.7 p.p) All four regions reported RevPAR LFL+R growth over last year, with the strongest developments in Eastern Europe and the Nordics. All 3 months of the quarter showed positive development NOTE: Like-for-like plus renovations: same hotels in operation plus renovations during same period last year compared at constant exchange rates 9

10 PERFORMANCE ABOVE COMPETITION RGI DEVELOPMENT TRIPADVISOR & BOOKING.COM RANKING Q Q RGI Leased Hotel RGI Q Q Booking TOP 10 (% of Hotels) 35% 36% Booking TOP 30 (% of Hotels) 60% 61% Managed Hotel RGI L-f-L&R Managed & Leased Hotels with 3 rd Party RGI Data TripAdvisor TOP 10 (% of Hotels) 55% 49% TripAdvisor TOP 10 (% of Hotels) 76% 70% Positive RGI development vs. Q2 2017, with 51% of the hotels improving RGI (82 positive of 161) Leased Hotel RGI in line with Q and slightly below last year mainly because of the impact of the renovations in Stockholm, Frankfurt and Cologne Managed RGI above last year, driven by Norway (+7.4%), META (+3.2%) and EERU (+2.1%) 36% of our hotels ranked in the Booking TOP10 vs. 35% in Q and 61% of hotels in the TOP30 vs 60% last year The decrease of the TripAdvisor Top % hotels is due to the change of the TripAdvisor algorithm to include apartments properties, thus increasing the number of competitors 10

11 STRONG PERFORMANCE IN THE NORDICS NORDICS ROWE 7,7% L/L+R Occupancy L/L+R RevPAR L/L+R Average Room Rate Reported RevPar 10,5% L/L+R Occupancy L/L+R RevPAR 4,3% 3,1% 3,7% L/L+R Average Room Rate Reported RevPar 7,2% 0,6% 3,0% 2,2% -1,0% 0,5% -4,8% 7,1% -2,0% 0,0% 2,9% 1,3% 0,0% 0,5% -0,6% Q2 17 Q3 17 Q4 17 Q1 18 Q2 18 Reported RevPAR was 7.1% above last year due to RevPAR LFL+R growth, partly offset by negative impact of FX (-3.4%). RevPAR LFL+R grew by 10.4%. Norway, with c. 52% of the LFL+R room revenue within the region, continued to be the growth driver (13.9%) and outperformed the market, which was at 7.0%. The other two key countries also reported above market results; Sweden 7.8%, vs. 4.7% for the market, and Denmark 7.5%, vs. 4.0% for the market. Q2 17 Q3 17 Q4 17 Q1 18 Q2 18 Reported RevPAR was 0.6% below last year. The RevPAR LFL+R growth and the positive impact of exits (3.4%) was offset by negative impact of FX (-1.2%) and openings (-3.2%). RevPAR LFL+R grew 0.5%. The highest RevPAR LFL+R growth was noted in Italy (11.7%) and Belgium (10.2%). In the UK, with c. 29% of the LFL+R room revenue in the region, the RevPAR declined marginally (-0.1%), impacted by the airport hotels. In Germany, with c. 23% of the LFL+R room revenue in the region, RevPAR declined 5.4%, impacted by renovations and the fair cycle. 1

12 EASTERN EUROPE CONTINUES WITH STRONG DEVELOPMENT EASTERN EUROPE L/L+R Occupancy L/L+R Average Room Rate L/L+R RevPAR Reported RevPar 22,6% MIDDLE EAST & AFRICA L/L+R Occupancy L/L+R Average Room Rate L/L+R RevPAR Reported RevPar 12,6% 12,5% 12,5% 9,4% 12,5% 7,2% 10,2% 8,7% 6,3% Q2 17 Q3 17 Q4 17 Q1 18 Q2 18-0,2% 1,3% -0,1% 0,5% -5,2% -2,5% -6,0% -13,3% -13,7% -14,3% Q2 17 Q3 17 Q4 17 Q1 18 Q Reported RevPAR was 12.5% above last year. RevPAR LFL+R growth and the positive impact of exits (0.5%) was partly offset by the negative impact of FX (-8.5%) and openings (-2.1%). RevPAR LFL+R grew 22.6%. Russia, our key market in the region with c. 47% of the LFL+R room revenue, reported exceptional growth (41.2%) with the World Cup and related events being the key drivers. Turkey (43.4%) continued to recover from the negative impact of the terrorist attacks, attempted coup and unrest last year. Reported RevPAR was 6.0% below last year. The RevPAR LFL+R growth and the positive impact of exits (5.3%) was offset by the negative impact of FX (-4.9%) and openings (-6.9%). RevPAR LFL+R grew 0.5% RevPAR LFL+R per market remain mixed, with recovery in several key markets (e.g. Tunisia 82.0% and Egypt 24.8%), but challenges in others (e.g. Saudi Arabia -16.6%, the United Arab Emirates - 7.3% and South Africa -1.7%). 12

13 VERY POSITIVE PERFORMANCE FOR THE LEASE BUSINESS IN Q2 15.5M (303.9%) INCREASE IN EBIT CONTRIBUTION Nordics Revenue increased by + 6.4m (+6.6%) due to strong RevPAR development, partly offset by the strengthening of the Euro. The positive impact of the timing of Easter is estimated at + 3.8m EBIT increased by m (+439.1%). In addition to the positive development in revenue, we have successfully contained operating costs despite the +3.8 p.p. increase in occupancy. EBIT has also been positively affected by a 0.5m reduction in rent (incl. 3 leases turning from fixed to variable rent) and by 5.8m lower costs for write downs Rest of Western Europe Revenue decreased by - 9.3m (-7.8%), mainly due to the exit of eight leases at the end of 2017 (- 7.1m) and the strengthening of the Euro EBIT increased by + 5.4m (+192.9%) mainly due to operating costs decreasing by 8.1m (-10.9%), a 2.9m reduction in rent, and 3.0m lower costs for write-downs Revenue ( m) NO RoWE Intra elim. Total Q (0.3) Q (0.4) Diff 6.4 (9.3) 0.1 (2.8) %Diff 6.6 (7.8) 25.0 (1.3) EBIT ( m) NO RoWE Total Q Q Diff %Diff

14 POSITIVE DEVELOPMENT FOR THE FEE BUSINESS IN Q2 REVENUES AT CONSTANT EXCHANGE HAVE INCREASED BY + 1.5M (+4.6%), WHILE EBIT HAS INCREASED 2.2M (11.5%). Rest of Western Europe Fee revenue decreased by - 0.2m (-1.9%) while LFL+R Fee revenue increased by + 0.4m (+4.0%) EBIT increased by + 0.7m (+12.5%) due to lower costs for writedowns of intangible assets Eastern Europe Fee revenue increased by + 0.1m (+0.9%). The strong RevPAR LFL+R growth of +22.6% is partly offset by issued credit notes of 1.0m for fee receivables and the strengthening of the Euro. In local currency, fee revenues have increased by 11% vs. LY EBIT increased by + 1.1m (+1.1%) due to the increase in revenue Middle East, Africa & Others Fee revenue decreased by - 0.5m (-7.1%), mainly due to the strengthening of the Euro. In local currency, fee revenue was flat vs. LY Revenue ( m) NO RoWE EE MEAO Total Q Q Diff 0.2 (0.2) 0.1 (0.5) (0.4) %Diff 9.5 (1.9) 0.9 (7.1) (1.3) EBIT ( m) NO RoWE EE MEAO Total Q Q Diff %Diff EBIT increased by + 1.2m (+36.4%) due to lower costs for bad debts and write-downs of intangible assets 14

15 CASH FLOW AND BALANCE SHEET CASH FLOW BEFORE WORKING CAPITAL CHANGES INCREASED BY 18.5M June YTD Cash flow before working capital changes Change in working capital Cash flow from operating activities Investments Free Cash Flow In M Jun 30, 2018 Dec 31, 2017 Total assets Net working capital Net cash (net debt) Equity Free Cash Flow is 3.0m above the same period last year, mainly due to the improved EBITDA of 15.6m and less tax paid. The negative change in working capital of 10.0m is mainly a consequence of the high amount of operating payables at the end of 2017, which have been settled in January The increase of investments of 5.5m reflects the increased capex spend in the lease portfolio Net cash position is negative (- 28.2m) at the end of the period. Used credit facilities of 32.4m and Prizeotel loan of 8.8m is partly offset by 13.0m in cash and cash equivalents 15

16 EXECUTING ON OUR RE-DEFINED STRATEGY WITH 21 HOTELS SIGNED SIGNINGS Q Q YTD 2018 YTD 2017 Hotels Rooms 1,268 1,666 3,306 4,844 Radisson Blu Hotel, Prague, Czech Republic Radisson RED Hotel Glasgow, United Kingdom Radisson Hotel and Apartments Abidjan Plateau, Ivory Coast Park Inn by Radisson, Istanbul Odayeri, Turkey Expansion in key gateway destinations including Prague, Moscow and Oslo Executing our asset-right strategy: 2 leases signed for strategic projects Growing our new brands with 1 Radisson Collection and 2 Radisson hotels signed Continuing our expansion in emerging markets: 5 new hotels in continental Africa OPENINGS Q Q YTD 2018 YTD 2017 Hotels Rooms 271 1,397 1,966 2,322 New flagship hotel in Western Europe: Radisson RED Hotel Glasgow 1 st RED in the United Kingdom and the 3 rd in EMEA Addition of a new Park Inn by Radisson in Istanbul Odayeri, Turkey Openings behind in the quarter but in line with last year YTD positive outlook for the rest of the year

17 2018-H1 NEW OPENINGS NEW SIGNINGS 11 HOTELS 21 HOTELS 1,966 ROOMS 3,306 ROOMS 2018 Q2 NEW OPENINGS NEW SIGNINGS 2 HOTELS 11 HOTELS 271 ROOMS 1,966 ROOMS

18 Radisson Blu Resort Fiji Denarau Island, Fiji ABOUT RADISSON HOTEL GROUP

19 TRAVEL & TOURISM REMAINS ONE OF THE FASTEST GROWING ECONOMIC SECTORS INDUSTRY FUNDAMENTALS INTACT WITH GROWING NUMBERS OF INTERNATIONAL TOURIST ARRIVALS International arrivals up 6.2% in January April 2018 (from a total of 1,322 million in 2017) Travel & Tourism contribution to global GDP is 10.4% 4 th Largest Global industry and the largest commercial service sector industry Industry represents 3.8% of total global employment Europe, the Middle East, and Africa the most positive about the first four months of 2018 Asia and Europe led the growth at start of 2018 Outlook for May August period is one of the most optimistic in a decade 19 Source: UNWTO World Tourism Barometer (June 2018), WTTC T&T Economic Impact 2018

20 INTRODUCING RADISSON HOTEL GROUP WE ARE A LEADING INTERNATIONAL HOTEL PLAYER WITH 1,400+ HOTELS, 225,500+ ROOMS IN OPERATION & UNDER DEVELOPMENT 1,150+ HOTELS IN OPERATION 280+ HOTELS UNDER DEVELOPMENT 11 th Largest hotel company in the world 94 COUNTRIES 178,000+ ROOMS IN OPERATION 47,600+ ROOMS UNDER DEVELOPMENT 155 NATIONALITIES 100,000+ COLLEAGUES 20

21 A STRATEGIC PARTNERSHIP WE ARE A LEADING INTERNATIONAL HOTEL PLAYER WITH MORE THAN 1,400 HOTELS, OPERATING IN MORE THAN 114 COUNTRIES RADISSON HOSPITALITY INC. Brand Owner Owner of distribution platform / reservation system Operation of hotels under above brands in Americas and Asia Pacific RADISSON HOSPITALITY AB Separate entity publicly listed in Stockholm Master Franchise Agreement for Radisson Blu, Radisson, Park Inn by Radisson, Radisson RED and Radisson Collection in EMEA 49% stakeholder in prizeotel (Prize Holding GmbH) 21

22 RADISSON HOTEL GROUP GOVERNED BY A GLOBAL STEERING COMMITTEE REPRESENTATIVES RADISSON HOSPITALITY AB REPRESENTATIVES RADISSON HOSPITALITY, INC. GLOBAL REPRESENTATIVES RADISSON HOSPITALITY AB & RADISSON HOSPITALITY, INC. FEDERICO J. GONZÁLEZ President & CEO Chairman of the Global Steering Committee KNUT KLEIVEN Deputy President & Chief Financial Officer JOHN M. KIDD Chief Executive Officer & Chief Operating Officer IÑIGO CAPELL EVP & Global Chief Resources Officer ERIC DE NEEF EVP & Global Chief Commercial Officer KEVIN CARL EVP & Global Chief Information Officer PURPOSE OF THE GLOBAL STEERING COMMITTEE Provide guidance and strategic counsel to both management teams Foster a deeper level of collaboration & communication Ensure alignment on important matters such us partnership & global growth 22

23 RADISSON HOSPITALITY AB EXECUTIVE COMMITTEE RADISSON HOSPITALITY, INC. EXECUTIVE COMMITTEE CHEMA BASTERRECHEA EVP & Chief Operating Officer ELIE YOUNES EVP & Chief Development Officer ANDREW SKOBE Chief Financial Officer and Executive Vice President KEN GREENE President, Americas KATERINA GIANNOUKA President Asia Pacific EVA-MARIA ERAUW SVP and General Counsel JOSH HOFFMAN Executive Vice President, Chief Human Resources Officer JENNY LINDSTROM Executive Vice President & General Counsel 23

24 OUR VISION OUR VISION

25 TO BE ONE OF THE TOP THREE HOTEL COMPANIES IN THE WORLD AND THE COMPANY OF CHOICE FOR GUESTS, OWNERS & TALENT And if we are successful, one day Whenever a guest plans a trip Whenever an investor or owner thinks of a partner Whenever a person wants to work in hospitality they will always think of Radisson Hotel Group first TARGET OPERATING ROOMS BY 2022 CONCRETE EBITDA MARGIN BY 2022 CONCRETE NET PROFIT BY

26 TWO STRATEGIC DRIVERS MEMORABLE MOMENTS Delivering truly memorable experiences that make us more meaningful than any other hotel company, every day, everywhere and every time TRUE HOST, BEST PARTNER Being a true host and the best partner by building on our value creation capabilities so guests, owners and talent see us as their preferred hotel company 26

27 BRANDS & PRODUCTS ORGANIZATION TALENT RESPONSIBLE BUSINESS MARKETING SALES REVENUE MANAGEMENT 7 KEY FOCUS AREAS MEMORABLE MOMENTS SCALE TRUE HOST BEST PARTNER PORTFOLIO MANAGEMENT BEST SYSTEMS COST ADVANTAGE 27

28 OUR 5-YEAR OPERATING PLAN BRANDS & PRODUCTS Umbrella brand & Brand architecture Brand experience Food & Drink strategy Meetings & Events strategy ORGANIZATION, TALENT & REPUTATION Responsible Business and Safety & Security Culture and talent management Marketing plan MARKETING, SALES & REVENUE MANAGEMENT Content marketing strategy CRM strategy Loyalty program Digital platform Channel / Segmentation strategy Sales structure Pricing strategy Revenue management organization BEST SYSTEMS COST ADVANTAGE IT plan Operating model at Central level Operating model in Hotel level Procurement business model PORTFOLIO MANAGEMENT Franchised hotels plan Managed hotels plan Leased hotels plan SCALE Development plan Owners value proposition 28

29 BRANDS & PRODUCTS

30 NEW BRAND ARCHITECTURE LUXURY UPPER UPSCALE UPSCALE UPPER MIDSCALE MIDSCALE ECONOMY SELECT SERVICE FULL SERVICE 30

31 OUR GLOBAL BRAND PORTFOLIO WELCOME TO THE EXCEPTIONAL FEEL THE DIFFERENCE SIMPLY DELIGHTFUL ENJOY IT! SMART, ENGAGING SERVICE FEEL GOOD I LOVE THIS COUNTRY AFFORDABLE HIGH DESIGN Park Plaza development in EMEA under PPHE Hotel Group Country Inn & Suites by Radisson not yet available for development in EMEA 31

32 WELCOME TO THE EXCEPTIONAL THE BRAND Living design Authentic local touches Vibrant social scene Unique locations TARGET LOCATIONS Urban primary markets / Resorts 32

33 Radisson Collection Strand Hotel, Stockholm, Sweden Radisson Collection Hotel, Royal Mile Edinburgh, Scotland Palazzo Montemartini Rome, A Radisson Collection Hotel, Italy

34 Symphony Style Kuwait, A Radisson Collection Hotel, Kuwait 34 Radisson Collection Royal Hotel, Copenhagen, Denmark Radisson Collection Strand Hotel, Stockholm, Sweden

35 Symphony Style Kuwait, A Radisson Collection Hotel, Kuwait Radisson Collection Strand Hotel, Stockholm, Sweden 35 Radisson Collection Royal Hotel, Copenhagen, Denmark Hormuz Grand Muscat, A Radisson Collection Hotel, Oman

36 FEEL THE DIFFERENCE THE BRAND Memorable Stylish Purposeful TARGET LOCATIONS Urban / Airport / Resorts 36 Radisson Blu Hotel, Lyon, France

37 MEMORABLE Radisson Blu Mall of America, USA Radisson Blu Hotel, Istanbul Sisli, Turkey Radisson Blu Hotel, Berlin, Germany Radisson Blu Hotel, Zurich Airport,

38 STYLISH Radisson Blu Hotel Sandton, Johannesburg, South Africa Radisson Blu Iveria Hotel, Tbilisi, Georgia Radisson Blu Palace Resort & Thalasso, Djerba, Tunisia

39 PURPOSEFUL Radisson Blu Hotel Liuzhou, China Radisson Blu Mall of America, U.S.A. Radisson Blu Hotel, East Midlands Airport, UK

40 THE BRAND Enabling guests to focus on a work / life balance Allow guests to find more harmony in their travel experience TARGET LOCATIONS Urban / Airport 40

41 VISUAL INSPIRATION MODERN BALANCE NATURAL SIMPLY DELIGHTFUL DELIGHTFUL HARMONY GENUINE 41

42 Radisson Hotel Dakar Diamniadio, Senegal Radisson Exhibition Center Shanghai, China Radisson Admiral Hotel Toronto-Harbourfront, Canada

43 Radisson Poliforum Plaza Hotel Leon, Mexico Radisson Hotel Santa Cruz, Bolivia Radisson Hotel Santa Cruz, Bolivia Radisson Hotel Dallas North-Addison, U.S.A.

44 Radisson RED Hotel, V&A Waterfront Cape Town, South Africa ENJOY IT! THE BRAND Playful and lively social spaces It s what you want, when you want it A hangout for anyone who appreciates cool statement design TARGET LOCATIONS Urban / Airport 44

45 45

46 Radisson RED Glasgow, Scotland Radisson RED Brussels, Belgium 46 Radisson RED Minneapolis Downtown, U.S.A. Radisson RED Hotel, V&A Waterfront Cape Town, South Africa 46

47 47

48 SMART, ENGAGING SERVICE THE BRAND Inspiring service Stylish and customized guest rooms Award-winning restaurants and bars TARGET LOCATIONS Urban / Airport / Landmark 48 Park Plaza Nuremberg, Germany

49 Park Plaza London Waterloo, UK 49 Park Plaza Amsterdam Airport, the Netherlands Park Plaza Wallstreet Berlin Mitte, Germany

50 Park Plaza Nuremberg, Germany Park Plaza Cardiff, UK 50 Park Plaza Westminster Bridge London, UK Park Plaza Berlin Ku damm, Germany

51 FEEL GOOD THE BRAND Stress-free experiences Friendly, personalized service with surprising, feel-good extras Vibrant environments TARGET LOCATIONS Urban / Airport / Tourist hubs 51 Park Inn by Radisson Oslo Airport, Gardermoen Hotel, Norway 51

52 Park Inn by Radisson Frankfurt Airport Hotel, Germany POSITIVE Park Inn by Radisson Berlin Alexanderplatz Hotel, Germany Park Inn by Radisson Manchester City Centre, UK

53 Park Inn by Radisson, Bocca Buona, Stuttgart, Germany CONTEMPORARY Park Inn by Radisson Riga Valdemara, Latvia Park Inn by Radisson Dammam, Saudi Arabia

54 Park Inn by Radisson Brussels Airport, Belgium CONNECTED Park Inn by Radisson Brussels Airport, Belgium 54 Park Inn by Radisson Brussels Airport, Belgium

55 55

56 BRAND POSITIONING: MODERN COUNTRY WARMTH NATURALLY GROUNDED, COMMUNITY CENTERED, SELFLESS SERVICE Country Inn & Suites by Radisson, Cincinnati Airport, KY, U.S.A. Country Inn & Suites by Radisson, Bozeman, MT, U.S.A. 56

57 REBRANDING PUBLIC LAUNCH OF COUNTRY INN & SUITES BY RADISSON ON 17 JANUARY 2018 New brand positioning and identity aligned with product design Continued roll out of Country Gen 4 design model Broad consumer appeal across all generations Hotel implementation Exterior signage retrofits expect full completion by mid-august On-property collateral and local advertising to transition by year end 57

58 Country Inn & Suites by Radisson, Goa Candolim, India Country Inn & Suites by Radisson, Slidell-New Orleans East, LA, U.S.A. Country Inn & Suites by Radisson, Asheville Westgate, NC, U.S.A.

59 Country Inn & Suites by Radisson, Minneapolis West, MN, U.S.A. Country Inn & Suites by Radisson, Springfield, Illinois, U.S.A. Country Inn & Suites by Radisson Bloomington at Mall of America, MN, U.S.A.

60 Country Inn & Suites by Radisson, Cincinnati Airport, KY, U.S.A. Country Inn & Suites by Radisson Bloomington at Mall of America, MN, U.S.A. Country Inn & Suites by Radisson Bloomington at Mall of America, MN, U.S.A.

61 AFFORDABLE HIGH DESIGN THE BRAND Sustainable and user-oriented brand Design by Karim Rashid Create a unified and comprehensive brand TARGET LOCATIONS Urban / Airport / Suburban 61 prizeotel Hamburg, Germany 61

62 prizeotel Hamburg City, Germany prizeotel Bremen City, Germany prizeotel Hanover City, Germany

63 prizeotel Hanover City, Germany prizeotel Hamburg City, Germany

64 prizeotel Bremen City, Germany prizeotel Hanover City, Germany prizeotel Hamburg City, Germany

65 Offering a choice or experience to help guests feel at ease Offerings that are true to the locale Our unique hotel brands offer a brand-differentiated, 360-degree guest experience empowered by a Yes I Can! service philosophy across four attributes: Creating memorable experiences through personal recognition, spontaneous surprises and thoughtful gestures Consistently delivering the essentials 65

66 MARKETING SALES REVENUE MANAGEMENT Radisson Blu Hotel & Convention Centre, Kigali, Rwanda

67 RADISSON HOSPITALITY AB S COMMERCIAL WHEEL TO EMBRACE THE SHIFTING DYNAMICS OF THE MARKETPLACE TARGETING A 70% SYSTEM CONTRIBUTION BY 2020 (system contribution: revenue and room nights via Brand Web, Internet, Voice, GDS and Radisson Hotel Group influenced (Sales & Loyalty) hotel direct business) 67

68 68

69 69 WE RELAUNCH OUR LOYALTY PROGRAM LEVERAGING ON THE NEW UMBRELLA BRAND, AS WELL AS OUR IMPROVED IT CAPABILITIES AND SYSTEMS

70 OUR BUSINESS-TO-BUSINESS LOYALTY PROGRAM OFFERS EXCITING REWARDS, RICH PROMOTIONS AND PERSONAL BENEFITS TO THE PROFESSIONALS WHO BOOK HOTELS FOR OTHERS A REWARDING WAY TO DO BUSINESS MEETINGS & EVENTS PLANNERS We offer rewards for events ranging from weddings and gathering to large meetings and conferences. EXECUTIVE ASSISTANTS We reward administrative and executive assistants for booking hotel stays for their company s business travelers. TRAVEL AGENTS We have been rewarding travel agents for over 25 years. Members can earn valuable points for their bookings made for clients. radissonhotels.com/rewards/forbusiness 70

71 WE ARE BUILDING A NEW ONLINE MARKET PLACE WHICH WILL BE THE SINGLE ONLINE TOUCHPOINT FOR ALL OUR BRANDS, IMPROVING USER EXPERIENCE, SEO VALUE AND ENABLING A QUICKER PACE FOR SITE UPDATES AND ENHANCEMENTS The new web will offer exclusive services: Automatic check in/out Choose your room 71

72 MORE THAN 1,000 HOTELS IN 96 COUNTRIES GLOBALLY WITH MORE THAN 6,500 MEETING ROOMS ALL THE ESSENTIALS, AND MORE MEMORABLE MOMENTS AUTHENTIC EXPERIENCES THINK PLANET RADISSON REWARDS FOR BUSINESS TM Fast free Wi-Fi Tested and verified technology Fully-equipped spaces 100% satisfaction guaranteed Personalized meeting rooms Beyond-the-ordinary breaks Food menus that balance health with indulgence Add local touches Connect with our handpicked selection of local suppliers Helpful suggestions for planned activities outside our hotels Committed to sustainability for nearly 30 years Carbon Free Meetings at Radisson Blu Increased efforts to minimize food waste For Travel Agent, Meetings and Events Planner or Travel Arrangers Earn points toward rewards for bookings at all Radisson Hotel Group brands 72 *Features, including, available Wi-Fi, technology, and equipment may vary by hotel. Please contact the hotel directly for more information.

73 REVENUE MANAGEMENT STEP CHANGE STRENGTHENED TEAM NEW WAYS OF WORKING NEW SYSTEMS Dedicated Pricing & Forecasting Team Room Types IDeaS G3 Revenue Management System Total Revenue Focused Rate Structure BI & Analytics Capabilities 73

74 Radisson Blu 1835 Hotel & Thalasso Cannes, France PORTFOLIO MANAGEMENT 74

75 REPOSITIONING AND REBRANDING More than 500 hotels around the world are going to be rebranded or repositioned Termination of hotels that are not aligned with the quality levels expected 75

76 76

77 77

78 78 78

79 79

80 80

81 81

82 82

83 prizeotel Hamburg, Germany BEST SYSTEMS 83

84 BEST SYSTEMS: IT AS A COMPETITIVE ADVANTAGE OUR CURRENT STATUS OUR PLAN TIME TO LAUNCH MAJOR CAPABILITIES COST FOR NEW CAPABILITIES SELL PRODUCTS/SERVICES BEYOND THE ROOM SUPPORT LOCAL LANGUAGES FOR GLOBAL SCALE OWNER S COMPETITIVE ADVANTAGE OPEX EFFICIENCIES Months 5-10x Ind. Avg Months At Market

85 Radisson RED Hotel, V&A Waterfront, Cape Town, South Africa SCALE 85

86 ASSET-LIGHT AND SUSTAINABLE GROWTH WITH A FOCUS ON EMERGING MARKETS 486 HOTELS, 107,136 ROOMS IN OPERATION & UNDER DEVELOPMENT Franchised 23% Leased 15% Middle East, Africa & Others 31% Nordics 14% Others 5% Park Inn by Radisson 29% CONTRACT TYPES REGIONS BRANDS Western Europe 26% Radisson Blu 66% Managed 62% Eastern Europe 29% 86 % Based on Number of Rooms, dated End of June 2018

87 RADISSON BLU EUROPE S LARGEST UPPER-UPSCALE HOTEL BRAND Number of Hotels Number of Rooms Hilton 124 Hilton Clarion 100 Marriott Marriott 92 Crowne Plaza Crowne Plaza 84 Melia Thon 78 Clarion Melia 66 Sheraton Sheraton 53 Thon Steigenberger 43 Maritim Maritim 36 Steigenberger SOURCE: MKG Hospitality-On Hotel ranking (Europe) March 2018

88 NUMBER OF ROOMS TOP THREE HOTEL OPERATOR IN NORDICS Scandic Nordic Choice Radisson Hotel Group Best Western Thon First Hotel Elite Hotels Arp-Hansen Sokos Comwell Hotels Marriott Icelandair KEA Hilton Sheraton Sweden Hotels Source: Respective Hotel Chain Website & Benchmark Alliance - June 2018 Countries Included: Denmark, Finland, Iceland, Norway, Sweden

89 LARGEST INTERNATIONAL HOTEL OPERATOR IN RUSSIA/CIS & BALTICS Rooms # Baltics CIS* Russia 89 Sources: International Hotel Chains in Russia/CIS & Baltics 2017, Own Research of Hotel Chains Websites (January 2018)

90 TOP 10 BRANDS BY NUMBER OF PLANNED ROOMS IN IN AFRICA 6000 Number of Rooms Hilton Radisson Blu Ibis Styles Marriott Meliã Hotels & Resort Grand Mecure Four Points by Sheraton Hilton Garden Inn JW Marriott Fairmont Source: Hotel Chain Development Pipeline in Africa 2017 W Hospitality 90

91 91 ORGANIZATION TALENT RESPONSIBLE BUSINESS

92 OUR BELIEFS 1. We enjoy serving with our Yes I Can! spirit 2. We deliver memorable moments every day, everywhere, every time 3. We value open and direct interactions to build trust 4. We grow talent, talent grows us 5. We are many minds, with one mindset 6. We believe anything is possible 7. We have fun in all that we do 92

93 RESPONSIBLE BUSINESS ONE OF THE WORLD S MOST ETHICAL HOTEL COMPANIES Caring for people in our hotels and the value chain Welcoming guests in a safe & secure environment We make meaningful contributions to local communities With our charity partner SOS Children s Villages International and aim to sponsor at least one child per hotel Minimizing our hotels footprint 10% reduction target Championing sustainable business practices 93

94 ALIGNED WITH GLOBAL FRAMEWORKS 2030 Targets Youth Employment Carbon Human Rights Water 94

95 THE FUNDAMENTAL IMPORTANCE OF SAFETY AND SECURITY AND THE FOUNDATION FOR A STABLE, SUCCESSFUL AND SUSTAINABLE BUSINESS SELF- ACTUALIZATION MORALITY. CREATIVITY. SPONTANEITY. ACCEPTANCE. EXPERIENCE PURPOSE MEANING & INNER POTENTIAL. SELF-ESTEEM RESPECT OF OTHERS. CONFIDENCE. ACHIEVEMENT. THE NEED TO BE A UNIQUE INDIVIDUAL. LOVE & BELONGING FRIENDSHIP. FAMILY. INTIMACY. SENSE OF CONNECTION. SAFETY & SECURITY HEALTH. EMPLOYMENT. PROPERTY. FAMILY. SOCIAL ABILITY HOTELS CERTIFIED PSYCHOLOGICAL NEEDS BREATHING. FOOD. WATER. SHELTER. CLOTHING. SLEEP. 95

96 AWARDS Radisson Blu Wins THREE CONDÉ NAST READERS CHOICE AWARDS 20+ WORLD TRAVEL AWARDS BUSINESS TRAVELER MIDDLE EAST AWARD RADISSON BLU HOTEL, MUSCAT BEST BUSINESS HOTEL UNWTO INNOVATION AWARD For Park Inn by Radisson HOTELS WIN IN THE U.S. NEWS & WORLD REPORT BEST HOTELS RANKINGS Radisson Royal Hotel, MOSCOW & Flotilla Radisson won the annual INTERNATIONAL BUSINESS TRAVEL AWARD FROM BUSINESS TRAVELER RUSSIA & CIS AWARDS LONDON STANSTED TOP 10 AIRPORT HOTELS IN THE WORLD BY THE INDEPENDENT BEST PARTNERSHIP MARKETING CAMPAIGN 2016 IN THE HOTEL MARKETING AWARDS Park Inn By Radisson s Trolls On The Loose Grand Travel Awards Sweden & Norway BEST INTERNATIONAL HOTEL GROUP RADISSON BLU WINS IMEX-GMIC SUSTAINABILITY AWARD LUXURY BUSINESS HOTEL OF THE YEAR HORMUZ GRAND HOTEL, MUSCAT 80% HOTELS ECO-LABELED Radisson Blu wins CAPITAL MAGAZINE S BEST BRAND LABEL AWARD IN FRANCE Radisson Blu Remains EUROPE S LARGEST UPPER-UPSCALE HOTEL BRAND 220+ HOTELS SAFE HOTELS ALLIANCE CERTIFIED FIRST FEMALE SAUDI GENERAL MANAGER MARAM KOKANDI WINS Best Hotelier Award Radisson Hotel Group is WORLD S MOST ETHICAL HOTEL COMPANY Since 2010

97 Q KEY HIGHLIGHTS VERY ENCOURAGING QUARTER: BEST EVER EBITDA IN THE COMPANY S HISTORY, REFINANCING COMPLETED AND ALL 5YP INITIATIVE IN LINE OR AHEAD OF PLAN This document contains forward looking statements relating to the prospects and growth strategy of Radisson Hospitality AB (publ). These forward-looking statements generally can be identified by reference to future periods or by phrases such as Radisson Hospitality AB (publ) or its management believes, expects, anticipates, foresees, forecasts, estimates or other words or phrases of similar meaning. Similarly, statements in this document that describe Radisson Hospitality AB s (publ) business strategy, outlook, objectives, plans, intentions, scenarios or goals are also forward-looking statements. We may also make forward-looking statements in other reports, in presentations, in material delivered to shareholders and in press releases. In addition, our representatives may from time to time make oral forward-looking statements. All such information and forecasts involve risk and uncertainty because they relate to events and depend on circumstances that will occur in the future and should therefore not be interpreted as guarantees of the future occurrence of such facts and data. Although we believe the expectations reflected in such forward-looking statements are based upon reasonable assumptions, there are a number of factors that could cause actual results or developments to differ materially from those expressed or implied by these forward-looking statements and Radisson Hospitality AB (publ) can give no assurance that our expectations will be attained or that results will not materially differ. The data, assumptions and estimates may change as a result of uncertainties related to the economic, financial, competitive or regulatory environment. Furthermore, past performance is no guide to future performance and persons needing advice should consult an independent financial adviser. The forward-looking statements contained in this document are made only as of the date hereof. Radisson Hospitality AB (publ) expressly disclaims any obligation or undertaking to release publicly any updates of any forward-looking statements contained in this document to reflect any change in its expectations or any change in events, conditions or circumstances on which any forward-looking statement contained in this document is based. Radisson Hospitality AB (publ) operates in a competitive and rapidly changing environment. It is therefore not in a position to predict all of the risks, uncertainties or other factors that may affect its business, their potential impact on its business, or the extent to which the occurrence of a risk or a combination of risks could have results that are significantly different from those included in any forward-looking statement. The financial information should not be viewed in isolation or as an alternative to actual annual results of operations as presented in accordance with IFRS in our Consolidated Financial Statements. None of these forward-looking statements constitute a guarantee of actual results.

98