Orascom Development : Investoren-präsentation November 2023

Orascom Development Holding (AG) Prepared for the Future

Built on Strength, Prudence & Resilience

November 2023

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ODH At a Glance

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Orascom Development Holding (ODH) is a leading fully integrated developer with more than 30 years of experience and a proven international track record of creating iconic masterplans and developing unique destinations

ODH remained on its growth trajectory with strong operational and financial performance in 2022

DESTINATIONS

Portfolio

• A leading fully integrated developer with more than 30 years of experience
• 101.4 mn m2
  of land bank across 7 countries
• 62.6 mn m2 remaining land bank (61.8%)
• 10 operating destinations with 33 Hotels
  & 7,141 rooms

• Operating Destination

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• Jebal Sifah

o As Sodah Island

o City Walk

3 UAE: 73% Owned

• The Cove

4 Switzerland: 49% Owned

▪ Andermatt Swiss

Alps

1. Montenegro: 92% Owned
2. • Luštica Bay
3. United Kingdom: 75% Owned

1. West Carclaze

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Morocco: 55% Owned

o Chbika

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ODH Strategy

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ODH management defined 3 main focus areas to drive performance; building a world class team, focusing on profitability and institutionalizing ODH (1 of 3)

Main focus areas to drive performance

Non-Exhaustive

1• Building a world class leadership team

1. Elevated talent levels by hiring 130+ new employees in key functions across ODH and its destinations o Hired a top-talent team in upper management positions for ODH and its destinations:
2. • 6 key hires in the C-suitefor ODH: Group Chief Commercial and Strategy Officer, Group Chief Investment Officer, Group Chief Digital Officer, Group Chief Technical Officer, Group Chief Human Resources Officer, and Group Head of Transformation
   • Hired a hospitality expert as our new Chief Executive Officer for Orascom Hotels Management
   • Hired a GCC real estate expert as our new Chief Executive Officer to manage our destinations in Oman

2• Focusing on achieving positive profitability

1. The management focused on raising profitability through commercial uplift initiatives for real estate and hospitality:
2. • Real estate:
   • • Increasing average selling prices for our real estate products in local currencies across all destinations from 2020 to 2022* (ex: Gouna, +27%, Andermatt +29%, Lustica Bay +62%, and O West +50%)
     • Focus on international markets for Egyptian destinations to hedge for EGP devaluation exposure and demand volatility, resulting in Gouna and Makadi Heights sales from international markets to reach 30+% and 50+% of their total sales, respectively. Initiatives include:
     • • Launching of a new sales office in the GCC and hiring sales' representatives in European countries (ex: UK and Germany)
       • Opening a new source market in North America (USA and Canada) through the extension of brokers' networks and on ground roadshows

ODH management defined 3 main focus areas to drive performance; building a world class team, focusing on profitability, and institutionalizing ODH (2 of 3)

Main focus areas to drive performance

Non-Exhaustive

2• Focusing on achieving positive profitability (cont'd)

• • Launched a new department in El Gouna to cater for real estate units' customization, finishing, furnishing, and housekeeping services (El Gouna Plus), aiming to elevate customer satisfaction and loyalty levels, and generate incremental revenue. The department is on track to realize CHF c. 30 million in revenue in 2023
• Hospitality:
• • Increasing ADRs for our hotels in local currency across destinations from 2020 to 2022* (ex: Gouna +28%, Andermatt +9%, and Lustica Bay +50%)
  • • This has been enabled through a ~CHF 20 million renovation program for our hotels mainly in El Gouna
  • Increasing foreign independent travelers (FIT) in local currency within our mix for hotel guests, which contributed to a higher RevPar (ex: 241% growth in Gouna from 2020 to 2022), as well as higher margins
  • Revamping our cost base in hotels, resulting in higher profitability levels, where EBITDA margins for our hotels in CHF increased by

• Institutionalization of ODH
• • Launched transformation efforts to re-engineer /digitize key processes to enhance operational efficiency and implement the right governance model, such as; sales management processes, procurement processes, as well as capital deployment and investment processes
  • Started implementing a group-widetalent program, with key elements such as a new talent development program, new performance management framework, new competency framework, succession planning exercise, etc.
  • Launched a group-wideculture change program to instill a new culture geared towards high performance, and in line with our shared values

ODH management defined 3 main focus areas to drive performance; building a world class team, focusing on profitability, and institutionalizing ODH (3 of 3)

Main focus areas to drive performance

Non-Exhaustive

3• Institutionalization of ODH

1. Established 4 centers of excellence on the corporate level to implement best practices, realize opportunities for growth, and increase operational efficiency:
2. • Digital Center of Excellence:
   • • Aiming to lead the digital transformation process for ODH
     • Started the implementation of new back-end applications such as finance ERP and procurement systems, in addition to the launch of customer facing assets such as destinations' apps, as well as uplifting risk management systems
   • Corporate Investment Team:
   • • Originates, structures, and executes value accretive deals for ODH (such as the partnership deal with Vail Resorts in Andermatt)
     • Oversees deployment of capital (cash or in-kind) for all investments across the Group
   • Commercial and Strategy Center of Excellence:
   • • Responsible for the development of strategic frameworks and for the implementation of best practices for commercial activities across the Group
     • Developed and standardized commercial tools and frameworks for brand positioning, market segmentation, digital marketing, etc.
     • Successfully overhauled and integrated the business planning processes across all the destinations and business units of the Group
   • Technical Center of Excellence:
   • • Mandated to create and manage an integrated and collaborative approach for technical functions aiming to implement best practices, ensure high-quality delivery, and maximize value for ODH
     • Realized savings through centralization and optimization of procurement processes and value engineering across destinations

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