Q2FY23 Results Presentation

The Grove, DLF 5, Gurugram

Artist's impression; not an actual image

AGENDA

Overview

DLF LIMITED:

DCCDL:

BUSINESS

BUSINESS

UPDATE

UPDATE

01

02

03

2

OVERVIEW : DLF Group

Residential

Business

Apartments/Plotted/

Townships/Low-rise

Track

75

Years of experience in

record

real estate development

215 msf+

Scale

Development potential

(Devco & Rentco)

Strong brand

Organization

Offices

Retail

Other Business

Cyber Cities/Cyber Parks/

Service & Facility

IT SEZs/

Management/Hospitality

Commercial Parks

150+

330 msf+

100 msf+

Real estate

Area developed

Deliveries since IPO

projects developed

~42 msf

~40 msf

~INR 32 bn

Operational Rental

New Products Pipeline

Completed Inventory

portfolio

(Devco & Rentco)

Focused on Safety,

Strong Leadership

Strong Promoter

Sustainability &

with experienced

commitment

Governance

teams

3

Strategy

Remain committed and confident in delivering our business goals

Development Business:

Rental Business:

❑ Scaling up launches of

❑ Continued focus on

New Products

growth through better

❑ Revamping

yields and new product

Premium/Mid-income

❑ Timely delivery of on-

housing

going projects.

  • Continued focus on monetization of finished inventory

Liquidity:

  • Strong Liquidity position: Maintaining sufficient liquidity in both development and rental business.
  • Focused Approach: Leaner, agile & a far more efficient organization. Tight control on cash flows

Land Bank:

  • Core land bank to be developed for sustainable growth
  • Balance land to be monetized through scaling up launches/divestments

GOALS : | Steady Free Cash Flow Generation | Increasing ROE | Sustainable and low risk growth |

4

Growth Drivers

Uniquely positioned to deliver Sustainable Growth

  • Diversified pipelineacross segments & geographies
  • Competitive advantageLow- cost, fully paid-up land bank at established locations; Potential sufficient to drive growth without additional capital outlay
  • Growth enabler:Allows scaling up based on timing of the cycle;
  • Value enhancementthrough

Inorganic

3

Levers

Sustained

growth in

4

Optimal Capital

Allocation

❑ Free cash flow from

core operations being

5

Organization

Capabilities

❑

Revamped leadership,

strengthening Project

Mgmt & Sales organization

❑

Upgradation of

Growth

  • Shorter Cash conversionTOD/TDR potential

cycle

2 Development

❑ Value enhancement

Potential

from Price growth

152 msf1

1 New Products

Rs 47,000 crore

(35 msf)

Rental Portfolio

  • Organic growth through planned New products
  • Embedding leading ESG practices in our business & operations
  • Responsible growth with resilient ecosystems

deployed for further

deleveraging & funding

growth

❑ Tight control on cash

flows and overheads

reduction

digitization/ERP platform

Growth Drivers

1 excludes a) New Products ~ 35 msf, b) TOD/TDR Potential; The potential is based on best estimates as per the current zoning regulations

5

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Disclaimer

DLF Limited published this content on 21 October 2022 and is solely responsible for the information contained therein. Distributed by Public, unedited and unaltered, on 27 October 2022 12:26:10 UTC.