Presentation by Property Berhad Investor Engagement in September 2019 2 CONTENTS

1 Business Overview

2 Financial Overview

3 Operational Highlights

4 Strategy Moving Forward 01 02 03 04 3 The Largest Property Developer in Business Financial Operational Strategy Moving Overview Overview Highlights Forward

In terms of land bank size

UNITED Property Development KINGDOM Active townships, integrated and THAILAND 23 niche developments KEDAH Acres of remaining developable land bank to be Helensvale, 20,067 developed over 25 -30 years Queensland

PENINSULA Estimated Remaining Gross AUSTRALIA MALAYSIA RM87.4bn Development Value (GDV) Average trading discount to 59% Realised Net Asset Value (RNAV) Property Investment 3,141 acres Sq. ft. of total Net Lettable Area owned / managed in 2,800 acres 1.3mn NEGERI Malaysia and SEMBILAN Hospitality & Leisure 1,462 acres Assets include 2 golf

BANDAR UNIVERSITI PAGOH courses (36-hole & 18-hole 3,226 acres 4 respectively) and a Key Developments convention center in North-South Expressway Singapore Malaysia and a serviced residence in Vietnam

Data as at 31 August 2019 except for remaining landbank and remaining GDV 4 Our History 01 02 03 04 Business Financial Operational Strategy Moving Overview Overview Highlights Forward

• Negara Properties, the subsidiary of Golden Hope Plantations launched its 1972 first township – (880 acres) Taman Melawati • Sime UEP was established through the acquisition of a large stake in United Estates Projects Bhd, the developer of township 1984 (2,241 acres) • Property Development Holding Bhd, a subsidiary of Kumpulan Guthrie Berhad launched its first township – (2,205 1995 acres) • Launched and transformed Impian 1 (1,263 acres) into a comprehensive township at the Nilai interchange along the North- Subang Jaya 1997 South Expressway • Completion of the Guthrie Corridor Expressway (25 km) which 2005 connect to Rawang • Division was established following the historical merger of Kumpulan Sime Darby Bhd, Kumpulan Guthrie Bhd and Golden 2007 Hope Plantations Bhd • Sime Darby Property, SP Setia and EPF acquired the iconic Battersea Power Station for GBP400mn (42 acres) Bukit Jelutong 2012 • Signed concession agreements with government of Malaysia and four higher learning institutions to develop Pagoh Education Hub • City of Elmina was launched (5,000 acres) 2013 • Started the developments of , and Elmina East

• Launched Bandar 2 (~1,400 acres) and Serenia City 2016 (2,370 acres) City of Elmina • Listing of Sime Darby Property on to Bursa Securities Malaysia on 30 2017 November 2017

• Launch of MVV2.0 by Menteri Besar on 13 December 2018 2018

• Opening up of new development, Kota Elmina (1,540 acres) 2019 Sustainable Growth with Remaining 01 02 03 04 5 Business Financial Operational Strategy Moving Developable Period of 25 to 30 years Overview Overview Highlights Forward

By Remaining By Remaining Gross Developable Land Development Value (GDV)

1,462 3,296 8.9 19.6 (12%) (11%) (25%) 321 (28%) O (3%) N G O 2,793 11,942 27.8 RM79.3 5.0 (23%) (35%) I 828 billion (6%) N acres (7%)

G 5.5 12.4 (7%) 3,242 (16%) (27%) Legend 1,731 0.02 F (24%) 3,092 0.3 (0.3%) (37%) (4%) U T 8,125 RM8.1 U billion acres (Currently only includes R Kota Elmina, E and Planters’ Haven) 3,302 7.8 (39%) (96%) Notes: 1. Township categorisation: • Guthrie Corridor: (Ongoing) Elmina West, Elmina East, Denai Alam & Bukit Subang and Bukit Jelutong, (Future) Kota Elmina & Lagong • Negeri Sembilan: (Ongoing) Nilai, Bandar Ainsdale, Planters’ Haven & Chemara, (Future) MVV and others • Johor: Bandar Universiti Pagoh and Taman Pasir Putih • Greater Valley & Others: • (Ongoing) , KLGCC Resort, , KL East, USJ Heights, Taman Melawati, , SJCC and SJ7 • (Future) Jalan Acob, Victoria Estate and others With Option to Increase Land Bank 01 02 03 04 6 Business Financial Operational Strategy Moving Totaling ~20,000 acres Overview Overview Highlights Forward

1. Land Option 2. MVV Option Agreements 20,602 Agreements with Sime Darby Plantation a c r e s with Sime Darby Berhad 11,806 acres 8,796 acres

PERLIS Kumpulan Sime Darby and SD Plantation entered into 8 KEDAH THAILAND Kota Bharu Sime Darby Property entered call option agreements with SD Property pursuant to into several call option which SD Property has options agreements for lands within the MVV 2.0 to purchase these lands at PENANG KELANTAN future market value development region PERAK TERENGGANU

Option Validity : PENINSULA 5 years effective Nov. MALAYSIA Option Validity : 5 2017, extendable by 3 years years effective Nov. 2017, PAHANG extendable by 3 years SELANGOR Sungai Estate : 993 acres KUALA LUMPUR West Estate, : 1,350 acres Putrajaya Bukit Cheraka Estate: 2,540 acres Bukit Kerayong Estate: 1,077 acres NEGERI SEMBILAN Jalan Acob Estate: 2,177 acres Ainsdale Estate : 268 acres

Sepang Estate : 2,000 acres NEGERIKulai Estate - A : 915 acres Lothian Estate : 485 acres SEMBILAN JOHOR Labu and New Labu Estates : 8,796 acres Legend North-South Expressway Proposed ECRL Proposed ECRL (Spur Line) SINGAPORE Malaysia: Strategic Location and 01 02 03 04 7 Excellent Business Ecosystem Business Financial Operational Strategy Moving Overview Overview Highlights Forward

WELL DEVELOPED INFRASTRUCTURE • Telecommunications network served by digital and fibre optic technology • Five international airports (all with air-cargo facilities) • Well-maintained highways and railways • Seven international seaports

STRATEGIC LOCATION • Strategic location within ASEAN and is safe from natural disasters • Cost-competitive location for investors who intend to set up offshore operations for the manufacture of advanced technological products

STRONG INDUSTRIAL ACTIVITIY • Over 500 industrial estates and Free Zones developed throughout the country, catering to the requirements of export- oriented industries

YOUNG DEMOGRAPHICS WITH HIGH % OF URBANISED POPULATIONS • Accelerating population of 32.4 million at present • 67% of the population is aged between 15 – 29 NATURAL USD 9.4 ADVANCED TELECOMMUNICATION RESOURCES 8.1% CONNECTIVITY Fastest private BILLION • Telecommunication connectivity covers up to 95% of Malaysia’s Crude oil, natural Total foreign direct populated areas. This has ranked Malaysia as 2nd highest in consumption ASEAN. gas, tin, timber, investment (FDI) palm oil & rubber growth rate recorded since in 2018 AVAILABILITY OF INCENTIVES AND POLICIES 2012 • 97 different incentives and policies to support businesses operating in Malaysia for a dynamic business environment

RM42,627 MATURE AND VIBRANT BUSINESS ECOSYSTEM 4.7% (USD10,564) 1.0% • Malaysia is the 25th most competitive nation in the world (World 2018 GDP growth 2018 per capita 2018 inflation Economic Forum, 2018) (CPI) rate • Well-developed financial and banking sector, including the income Labuan International Business and Financial Centre • Large local business community with international business links • Large foreign business community in all business sectors “The Malaysian economy grew 4.5 per cent in the • Extensive industry engagement programmes to ensure first quarter of the year, driven mainly by the private availability of an industry- relevant workforce sector activity and firm private consumption growth.” POPULATION Malaysian Central Bank • 32.4 million 01 02 03 04 8 SDPB: Developing Economic Corridors Business Financial Operational Strategy Moving Overview Overview Highlights Forward New Considerations For Locations In the past, facilities were built according to zoning Accessibility regulations. But with the evolution of logistics, the following are now key considerations:

• Accessibility/Connectivity:

– Rise in demand for facilities in the vicinity of ports Support and airports Ecosystem – Demand for locations surrounding urban areas to facilitate staging points and “last mile” delivery.

• Support Ecosystem: – Increase reliance on the presence of experienced Economic business, technical and logistics support ecosystem Corridors to support location decision. Human • Human Capital: Capital – Availability of industry-relevant human capital will play a major role in making locations attractive.

• Shipping Considerations: – Low shipping fees, and even free shipping, is a common trend in e-commerce today. Facilities far Shipping from customers imply additional shipping costs and Consideration can discourage clients. – Bulk orders now go hand in hand with customised/personalised orders. Scalability • Scalability: – The site must be able to physically accommodate expansion/ growth. 01 02 03 04 9 SDPB: Developing Economic Corridors Business Financial Operational Strategy Moving To Ipoh Overview Overview Highlights Forward LAGONG To Rawang

To

KOTA ELMINA • 84% of total land bank located in Klang Valley and Negeri Sembilan.

• All of SDPB’s developments are ELMINA WEST ELMINA EAST freehold in nature, except for developments in ALYA Kuala Lumpur and Bandar Universiti

ALYA KL Pagoh.

To KLIA / 1

• SDPB develops Economic Corridors, embedding robust economic activities and superior accessibility to major road systems and railways, creating numerous jobs and business opportunities. 2

• Well positioned along the North-South Expressway 3 (NSE), Guthrie Corridor Expressway (GCE) and 4 most major arteries within Klang Valley and Negeri Sembilan Negeri Sembilan. 10 Flagship Township Developments 01 02 03 04 Business Financial Operational Strategy Moving Overview Overview Highlights Forward

With remaining development period of about 25 years

Guthrie Corridor Klang South Selangor Johor N.Sembilan Expressway

City of Elmina Bandar Serenia City Bandar Universiti Malaysia Vision Bukit Raja Pagoh (Pagoh Valley 2.0 Education Hub)

Remaining Acreage 2,997 2,793 1,462 3,226 2,838 Remaining GDV RM18bn RM13bn RM9bn RM5bn RM8bn Total Residential 9,542 Units 26,809 20,859 13,234 8,080 Residential 3,819 8,284 (incl. RSKU) 704 495 First launch Units Launched In 2H21 (Completed) (2,143) (5,297) (383)

Total Industrial 177 709 196 261 First launch Components In 2H22

Industrial First launch First launch Acreage Sold 152 265 73 in 1H19 In 2H22

• Along the Guthrie • Highly- • Xiamen Uni, • Pagoh Education • Federal Govt Key Corridor connected, 1st branch outside Hub, 1st multi- Promoted Catalysts • >3000 acres of close to Port of China varsity education Devt Zone green spaces Klang • Horizon Village hub (506 acres) • Highly- Outlet (Q4FY20) with >7,000 connected students Key High-rise & Integrated Developments 01 02 03 04 11 Business Financial Operational Strategy Moving Overview Overview Highlights Forward

LOT 15, SJCC 2.23 acres development THE RIDGE, KL RM270.5 million GDV EAST

361 6.74 acres units launched development November 2021 RM744 million Target completion GDV RM942 to RM1,053 psf 382 units launched May 2020 CANTARA RESIDENCES Target completion

7.12 acres RM800 to RM850 psf development RM635 million GDV 888 SENADA Total units RESIDENCES May 2020 4.03 acres

Target completion development rise Developments

- RM934 to RM953 psf RM915 million GDV SERINI, MELAWATI 429 Units launched

High 3.64 acres May 2021

development Integrated Developments Target completion RM361 million Average RM1,187 psf GDV 528 units completed in August 2018

RM800 to RM850 psf

*Take up rate as at 8 September 2019 Key Joint-Venture (JV) Projects 01 02 03 04 12 Business Financial Operational Strategy Moving Overview Overview Highlights Forward

40% 40% 20% Beyond 2027 Estimated Completion

Site Area 42 acres ~£9bn over 7 Estimated GDV phases

Strong capital growth Vauxhall Nine Elms expected; part of the Battersea largest urban Opportunity Area redevelopment area in central London End 2020 Expected completion of Northern Line extension

50% 50% Metrojaya, Village Anchor tenant Grocer, GSC

613,963 sqft. Net Lettable Area

Occupancy Rate 86.2%

RM 6.39 Rental psf Gross yields 8.9% Key Joint-Venture (JV) Projects 01 02 03 04 13 Business Financial Operational Strategy Moving Overview Overview Highlights Forward

50% 50% Estimated GDV RM 2.0 bil

21 acres of Land area freehold land Gross Floor Area 2.7M sqft Net Floor Area 1.9M sqft

1,060 units Total No. of Units

Take-up rate 62%

50% 50%

Estimated GDV RM782.7 mil

869 units Total No. of Units - 758 units - Residential - 111 units - Retails

Take-up rate 54% Highly-Qualified Board of Directors 01 02 03 04 14 Business Financial Operational Strategy Moving Overview Overview Highlights Forward

Sime Darby Property Board

Nomination & Risk Management A u d i t Board Tender Remuneration Committee (RMC) Committee(AC) Committee(BTC) Committee(NRC)

Accountable for holistic Ensure effective Oversee the process of Responsible for all matters relating risk management corporate governance awarding material to the nomination of new Directors framework and efficacy of contracts and assessment of Group Managing internal controls Director and his direct reports Tan Sri Dr. Zeti Akhtar Aziz Non-Independent Non-Executive Chairman

YAM Tengku Datuk Seri Ahmad Shah Alhaj ibni Dato' Jaganath Derek Steven Sabapathy (To be Announced) Almarhum Sultan Salahuddin Abdul Aziz Shah Alhaj Senior Independent Non-Executive Director Group Managing Independent Non-Executive Director Director (Chairman of RMC, Member of AC and BTC) (Chairman of BTC and Member of RMC)

Dato' Johan Ariffin Datuk Dr. Mohd Daud Bakar Dato' Seri Ahmad Johan Mohammad Independent Non-Executive Non-Independent Non-Executive Raslan Director Director Independent Non-Executive Director (Member of NRC and RMC) (Member of RMC and NRC) (Chairman of AC, Member of NRC and BTC)

Datin Norazah Mohamed Razali Encik Rizal Rickman Ramli Datuk Poh Pai Kong Independent Non-Executive Director Non-Independent Non-Executive Director Independent Non-Executive Director (Chairman of NRC and Member of AC) (Member of RMC and BTC) (Member of AC) Strong Management Team 01 02 03 04 15 Business Financial Operational Strategy Moving Overview Overview Highlights Forward

Strong management team with relevant experience and a proven track record in the real estate industry

Datuk Redza Rafiq Abdul Dato’ Wan Hashimi Quek Cham Hong Razak Albakri Chief Operating Officer – Chief Executive Officer, Acting Group Chief Integrated Malaysia Vision Valley 2.0 & Executive Officer Director of Investment

Betty Lau Sui Hing Gerard Yuen Yun Wei Choo Suit Mae Group Chief Financial Officer Chief Marketing & Sales Officer Group General Counsel

Fairuz Radi Chief Transformation Officer Nurashikin Md Sharif Richard Ng Choon Seng & Head, Group Managing Chief People Officer Head, Procurement Director’s Office

Raymond Chong Chee On Aravindan Devapalan Nair Tang Ai Leen Senior General Manager, Chief Assurance Officer Chief Risk & Compliance Officer Development Services

Ahmad Shahriman Johari Moriami Mohd Steven A. Thielke Head, Corporate Group Secretary Chief Executive Officer, Leisure Communications Resilient Financial Performance since 201501 02 03 04 16 Business Financial Operational Strategy Moving Overview Overview Highlights Forward

Profit After Tax Return on Profit Before & Minority Average Interest & Tax Interest Shareholders’ Revenue (PBIT) (PATAMI) Funds (ROASF) Total Equity

RM mil RM mil Margin RM mil Margin % RM mil D/E Ratio (%)

1HFY2019 30% 33% 32.8 (Jan-Dec’19) 1,441 429 470 8.9 9,840

FP2018 1,269 (52) (4%) (319) (25%) 9,446 (Jul-Dec’18) (3.4) 34.6

FY2018 (Jul’17-Jun’ 2,353 683 640 27% 8.0 9,965 25.5 18) 29% Operational Improvements Year-on-Year 01 02 03 04 17 Business Financial Operational Strategy Moving Overview Overview Highlights Forward

Unbilled Sales Total Inventories (RM mil) (Units)

5,284 2,034.0 4,962 4,449 28% 27% 1,594.0 4,016 1,478.4 1,531.0 6%

4% 19% 11%

Dec-17 Jun-18 Dec-18 Jun-19 Dec-17 Jun-18 Dec-18 Jun-19

6 Months Sales Achieved 6 Months Sales (RM mil) (Units)

1,399.9 1,897 1,897 1,246.0 1,649 1,163.0 65% 1,004.0 20% 13% 7% 1,148 24%

Dec-17 Jun-18 Dec-18 Jun-19 Dec-17 Jun-18 Dec-18 Jun-19 2QFY19 and 1HFY19 Ended 30 June 2019 01 02 03 04 18 Business Financial Operational Strategy Moving Overview Overview Highlights Forward

In RM’m 2QFY19 2QFY18 YOY % 1HFY19 1HFY18 YOY %

Revenue 865.9 617.4 40.3 1,441.0 1,176.9 22.4

Segment Results 174.7 47.0 271.7 248.3 72.6 241.9

PBIT 150.6 45.5 231.0 428.6 82.7 418.3

PBT 179.5 73.8 143.1 480.9 116.8 311.7

PATAMI 205.3 46.6 340.8 470.3 80.2 486.2

Basic EPS (sen) 3.0 0.7 340.8 6.9 1.2 486.2

2QFY19 vs 2QFY18 1HFY19 vs 1HFY18

C • Higher Revenue of +40.3% YoY due to: • Higher Revenue of +22.4% YoY due to: • Higher development profits as a result of higher • Higher sales and development activities progress O sales and development activities from Bandar Bukit from Cantara Residences, BBR, Serenia City and City M Raja (BBR), Bukit Jelutong, Nilai Impian and City of of Elmina Elmina • Development land sales at BBR and Bandar Ainsdale M • Development land sales at BBR and Bandar – RM159.0m Ainsdale – RM159.0m • Non-core strategic land disposal (Bukit Selarong) – E • Non-core strategic land sale (Bukit Selarong) – RM88.9m N RM88.9m

T • PBIT improved +231.0% YoY attributed by: • PBIT rose +418.3% YoY due to: A • Lower operating cost of RM87.8m vs RM99.5m in • Higher contribution from property 2QFY18, an improvement of 11.8% YoY development R • Gain on Bukit Selarong land sale of RM81.1m • Disposal gains on properties in Singapore of Y • Higher share of losses of JV/Associates of RM14.9m RM208.8m vs Other gains of RM9.4m in • Offset by write-down and provisions of RM(58.6)m 1HFY18 • Offset by one-off items of RM(58.6)m Improvements in Core Earnings 01 02 03 04 19 Business Financial Operational Strategy Moving Overview Overview Highlights Forward REVENUE KEY TAKEAWAY In RM’m 2QFY19 2QFY18 % 1HFY19 1HFY18 % 1. Revenue: Largely derived from core Reported 865.9 617.4 40.3 1,441.0 1,176.9 22.4 operations revenue 1. PBIT: Excluding one-off items of Non-core (88.9) (3.4) (88.9) (3.4) RM231.3m in 1HFY2019, core PBIT land sales higher by 162.7% driven by higher Core contribution from Property 777.0 614.0 26.5 1,352.1 1,173.5 15.2 Revenue Development

PBIT One-off items in 1HFY2019: 2QFY18 2QFY19 1HFY18 1HFY19 In RM’m PBIT PATAMI 45.5 150.6 82.7 428.6 Gain on Bukit Selarong 81.1 61.6 land sale 197.3 123.6 Gain on disposal of 208.8 208.8 231.3 properties in Singapore 2.0 43.5 27.0 7.6 75.1 Impairment and (30.1) (23.0) 2QFY18 2QFY19 1HFY18 1HFY19 provisions One-off items Core PBIT Provision for outstanding obligation on an (28.5) (28.5) PATAMI investment property 2QFY18 2QFY19 1HFY18 1HFY19 disposed in FY2017 Tax uplift and NCI on 46.6 205.3 80.2 470.3 - 80.8 Parcel A & B Total one-off items 231.3 299.7 170.6 110.0 1HFY2019 Core 44.4 197.3 170.6 22.3 299.7 PBIT & PATAMI 24.3 95.3 35.8 2QFY18 2QFY19 1HFY18 1HFY19

One-off Items Core PATAMI Segment Results for 1HFY19 01 02 03 04 20 Business Financial Operational Strategy Moving Overview Overview Highlights Forward 1HFY18 In RM’m 410% 1HFY18 vs 1HFY19 248.6 1HFY19

78% 36% 48.7 37.3 8.4 (13.4) (8.6)

PROPERTY PROPERTY LEISURE & DEVELOPMENT INVESTMENT HOSPITALITY

❑ Higher development profits due to higher sales and development activities from Cantara Residences, Bandar Bukit Raja, Bukit Jelutong, Nilai Utama and City of Elmina and completion of core land sales in Property Bandar Bukit Raja (50 acres) and Bandar Ainsdale (15 acres) of RM55.8m and RM10.1m, respectively Development ❑ Gain on disposal of Bukit Selarong land (300 acres) of RM81.1m ❑ Offset by development provisions and write-down/write-off of property development cost and impairment of inventories of RM(30.1)m ❑ Lower share of loss of JV/Associates of RM12.0m (1HFY18: Loss of RM25.3m)

❑ Higher contribution from facility and asset management services of RM4.9m (1HFY18: RM4.2m) ❑ Higher share of profit from SD Capitamall of RM1.5m (1HFY18: Loss of RM0.1m) due to higher Property occupancy rate achieved at Melawati Mall of 86% (1HFY18: 79%) Investment ❑ Offset with share of loss from Shaw Brothers of RM1.1m (1HFY18: Profit of RM2.3m) ❑ 1HFY18 included the one-off contribution from the delivery of teaching equipment of RM29.6m at Pagoh Education Hub

Leisure & ❑ Lower operating loss recorded by TPC, Kuala Lumpur of RM0.1m (1HFY18: Loss of RM5.5m) due to higher revenue recorded during the period Hospitality Backed by Healthy Balance Sheet 01 02 03 04 21 Business Financial Operational Strategy Moving Overview Overview Highlights Forward

Total Assets Total Equities and Liabilities

RM15,485.4m RM15,485.4m

Other In RM’m In RM’m Current Assets Liabilities RM2,408.6m RM2,414.5m

Non Current Assets RM6,318.2m Shareholders Inventories Fund Borrowings RM4,644.3m RM9,607.3m RM3,231.1m

Land Held for Property Development, Minority RM2,114.3m Interest RM232.3m

Return on Net Assets per Current Ratio Equity (ROE) Share 2.32 4.9% RM1.41 Cash and Borrowings as at 30 June 2019 01 02 03 04 22 Business Financial Operational Strategy Moving Overview Overview Highlights Forward

Cash & Cash Equivalents (In RM’m) • Higher net cash inflow from operating activities mainly due to 1,000.0 64.6 higher sales from KLGCC Resort (East 900.0 184.7 7.1% Residence), Melawati, Bukit Jelutong, Cantara Residences and City of Elmina 800.0 695.2 700.0 649.1 (202.1) (1.0) • Positive net cash flow from investing 600.0 activities mainly due to proceeds from 500.0 disposal of Darby Park Executive Suites 400.0 and Orion Apartment in Singapore. A portion of the proceed was invested in 300.0 Battersea (RM170.0m) 200.0 100.0 • Net cash used in financing activities 0.0 include finance costs paid (RM89.6m), 31-Dec-18 Operating Investing Financing Foreign 30-Jun-19 net repayments of borrowings Activities Activities Activities Exchange (RM35.3m) and dividend paid (RM68.0m) Group Borrowings (In RM’m) ✓ Repayment of revolving credits, 30-Jun-19 31-Dec-18 partly offset by new long term borrowings raised 1,347.8 1,119.0 Gross D/E Ratio (35%) (41%) 32.8% (31 Dec’18: 34.6%) 3,231.1 3,273.0 Net D/E Ratio 25.8% (31 Dec’18: 27.8%) Long Term 1,925.2 2,112.1 (59%) Short Term (65%) Property Development Inventories 01 02 03 04 23 Business Financial Operational Strategy Moving Overview Overview Highlights Forward

Total Inventories Unsold Units by Development

In RM’m 0.1% 10.8% By RM6,751.1m RM6,757.1m 4,449 Type 4,016

2,127.6 2,114.3 572* 1,641^ Others Landed 6% 27%

High-rise 2,504.1 2,504.1 2,561 34% 2,059

22.2% of New Statutory 1,248.0 1,393.2 Launches 33% 883 871.3 745.5 749

31 Dec'18 30 Jun'19 31 Dec'18 30 Jun'19

Land Held for PD Completed Units Ongoing New Launch Ongoing - Future Developments Ongoing - Launched Developments 1 * Number of units launched from July – Dec’18 Completed ^ Number of units launched from Jan – Jun’19

❑ Higher inventories held by ❑ Lower completed units by 15.2% ongoing launched especially: developments (+11.6%) ❑ Serini at Taman Melawati (sold 42 units) ❑ Completed stocks reduced by ❑ East Residence at KLGCC (sold 21 units) 14.4% as a result of sales and ❑ New launch stock in 1HFY19 rose +186.9%, marketing efforts for East mainly from Rumah Selangorku project at Elmina Residence, KLGCC Resort and West (562 units) and landed properties (Elsa & Serini, Taman Melawati Kyra) at Bandar Bukit Raja (245 units)

Note: ¹ Costs of new launches as at 30 June 2019 mainly from The Ridge, KL East (31 December 2018: Cipta 3, Serenia City) 24 Sales Performance for 1HFY2019 01 02 03 04 Business Financial Operational Strategy Moving Overview Overview Highlights Forward

Sales Achieved Units Sold Sales by Location (In RM’m) (In units) (In RM’m)

1 (0%) 88.9 503.6 170.7 134 (6%) (36%) (12%) (8%) 54.5 441 (4%) 321.0 (27%) (23%) RM1,399.9m 1,649 20.3% YoY 88.9 13.1% YoY (6%) (vs. RM1,163.3m) (vs. 1,897) 323.2 (23%) 7.8 819.3 (1%) 1,073 (59%) (65%) 422.0 (30%)

Along GCE Klang Greater Klang Valley Negeri Sembilan ❑ Aggressive sales and ❑ Lower units sold YoY as Kedah Johor marketing efforts via prior year included the Primetime 8 and Pop Raya sales of 542 units of ❑ Largely derived from our Campaigns, resulting in Rumah Selangorku flagship townships at positive sales momentum homes at Putra Bandar Bukit Raja, City of and take-up rates Heights, against 253 Elmina and Serenia City ❑ 59% and 23% were statutory units recorded in recorded from Ongoing 1HFY2019 Developments and New Launches, respectively. Sales Mainly Driven By Landed Properties 01 02 03 04 25 Business Financial Operational Strategy Moving Overview Overview Highlights Forward Unique Sales Achieved: RM1,399.9m Propositions Affordable homes at In RM’m Statutory highly connected Commercial RM64.1m locations RM25.7m (255 units) (24 units) Transit-oriented and High rise transit-adjacent RM216.8m developments (321 units)

Core land RM218.2m (18 units) Mid-range landed properties at strategic locations to suit current demand Landed RM875.1m (1,031 units) 26 Unbilled Sales By Location 01 02 03 04 Business Financial Operational Strategy Moving Overview Overview Highlights Forward

In RM’m ❑ Unbilled Sales of RM1,531.0 RM1,531.0m RM1,478.4m million is an improvement of 3.6% from RM1,478.4 million as 5.3 10.4 3.6% at 31 Dec’18 57.0 83.4 ✓ As a result of higher sales 286.2 recorded during the PrimeTime 320.9 8 Campaign held in March – April 2019.

505.5 ❑ 66.7% of Unbilled Sales is 435.4 consisted of Township Developments, mainly from Elmina West and Bandar Bukit Raja, whilst the Integrated Development’s portion was hugely 677.0 628.3 contributed from Senada Residences, KLGCC Resort and The Glade, Putra Heights.

❑ Revenue recognition for As at Jun' 19 As at Dec' 18 next 3 years FY19 FY20 FY21 66% 26% 8% Greater Klang Valley Along GCE Klang Negeri Sembilan Johor 27 Demand-Driven Launch Pipeline in FY2019 01 02 03 04 Business Financial Operational Strategy Moving Overview Overview Highlights Forward

Gross Development Value (In RM’m)

Units 526 1,556 875 1HFY2019 Take-up Launched 2,082 units, rates* 93% 75% GDV of RM1,202.4m

~1,000 839.6 362.8 2HFY2019 Target GDV of Jan - Mar 2019 Apr - Jun 2019 July - Dec 2019 ~RM1.0 billion Actual Actual Forecast

*Take up rate as at 11 August 2019

FY2019 Launch GDV FY2019 Launch GDV By Product Type By Location

1% 0.02% Along GCE 17% Landed 21% Klang High Rise 37% 5% Greater Klang Commercial 52% Valley Industrial 30% Negeri Sembilan 22% Others 15% Johor Continuous Marketing Efforts to Maintain 01 02 03 04 28 Business Financial Operational Strategy Moving Momentum from Primetime 8 and Pop Raya Overview Overview Highlights Forward

July – September 2019 CAMPAIGN HIGHLIGHTS

• To clear the inventories for New Launches, Ongoing Developments and Completed Projects • To continue the sales momentum from previous two marketing campaigns

Launches at some of Enjoy stamp duty Incredible deals An extra RM2,000 rebate the best-selling savings from on selected on top of existing rebates townships: RM15,696* for properties each should they choose to • Bandar Bukit Raja the next new weekend and purchase a SDP home • Serenia City launches only valid for during the Spotlight 8 • Bukit Jelutong *based on price of that specific Campaign period • Subang Jaya RM628,888 weekend (T&C applies) July – December 2019 Launches 01 02 03 04 29 Business Financial Operational Strategy Moving Overview Overview Highlights Forward

July – Sept’ 2019 Launches Oct – Dec’ 19 Future (New Launches under Spotlight 8) Launches

Value: RM312.6m Units: 397 Value: ~RM700.0m Units: 478

Bandar Bukit Raja Value by Type (Laman Lakeside) (Semi-Detached Residential) Residential Landed No. of Units : 25 units 24% Value : RM42.0 million 24% Commercial Launch Date : 27 July 2019

12% Industrial Serenia City (Arina) (2-storey Link House) 40% Lot (Industrial) No. of Units : 100 units Value : RM56.5 million Launch Date : August 2019

Value by Location Bukit Jelutong Along GCE (Lagenda Gardens) (2-storey Link House) Greater Klang Valley No. of Units : 38 units Value : RM43.5 million 26% Klang Launch Date : September 2019 51% N. Sembilan Subang Jaya (Aurora) 11% (Serviced Apartment) No. of Units : 234 units Value : RM170.6 million 12% Launch Date : September 2019 30 Key Highlights 01 02 03 04 Business Financial Operational Strategy Moving Overview Overview Highlights Forward

1 2 3 First Drive-thru KFC Sime Darby Property is Sime Darby Property’s in Bandar Universiti Malaysia’s only Inclusion into Pagoh (BUP) on 23 developer in The Dow FTSE4Good Index for Apr’19 Jones Sustainability 2nd consecutive year Indices for 2nd Year • Via strategic partnership with QSR Brands Holdings Berhad Running • To enhance township’s value proposition and meet the demand of its burgeoning student population

• Successfully selected as an index constituent for • For the recognition of 1. FTSE4Good Bursa corporate sustainability Malaysia Index leadership within the Real 2. FTSE4Good ASEAN 5 Estate industry Index 4 Delivery of completed units in 1HFY19: 259 • For the period of Sep'19 to • For the period of Jul’19 to Aug'20 as the index Jun’20 component of DJSI ➢ Bandar Universiti Pagoh 177 Emerging Market Index • Highlights Sime Darby ➢ Bandar Bukit Raja 82 Property’s commitment in ensuring only the highest standards in ESG practices 31 Sime Darby Property Key Capitals 01 02 03 04 Business Financial Operational Strategy Moving Overview Overview Highlights Forward

Prudent in protecting the Group’s financial position through optimal liquidity Financial management and efficient capital structure Capital

• Share price: RM0.86 • Market Cap: RM5.8bn • Net assets: RM9.8bn Owns 20,067 acres of freehold land • Gross gearing ratio: 32.8% Manufactured bank and physical assets in strategic Capital locations and good connectivity * Share price and market cap as at 23 September 2019 • 23 active townships, integrated and niche developments Human • 1.3 million sqft of total net lettable 1,410* skilled and motivated employees Capital area across 5 countries led by an Executive • 4 hospitality and leisure assets Leadership team

* Headcounts as at 31 August 2019 Social Maintain strong and effective Capital relationship with key stakeholders namely shareholders, customers, local authorities, communities and suppliers Embed Sustainability in our value chain to manage natural resources i.e Natural land, water and energy in order to Capital minimise environmental harm

Intellectual More than 40 years of track Capital record with strong brand name, market experience and formidable network with partners 01 02 03 04 32 Key Drivers/Competitive Advantages Business Financial Operational Strategy Moving Overview Overview Highlights Forward

Active Land Bank Township & Integrated Robust Capital Strong Financial Management Development Management Discipline

A rigorous approach to Improve the effectiveness to Effectively conceptualise and To deliver sustainable net expand the role as master deliver quality and profitable plan property development profit, rewarding distribution developer, enhance the value performance through projects which meets the to shareholders while of existing townships and constant review of product demand and high quality maintaining efficient cash execute strategic land feasibility, sales performance standard of buyers and capital management disposals and acquisitions and inventory management

Sustainable Talent & Effective Governance & Corporate Product & Digital Performance Stakeholder Sustainability Model Innovation Management Management Periodic enhancement on our Strengthen efforts on Policies & Operating Enhance overall brand equity governance of the Focused on effective people Procedures to meet and customer experience sustainability practices across management to groom talent compliance requirements and through a healthy pipeline of the value chain through and optimize work strength expectations of stakeholders innovation projects which can implementation of across all operations particularly strategic be commercialized Sustainability Index and partners, shareholders and successfully sustainability strategies regulatory bodies Sustainable & Balanced Growth Strategies 01 02 03 04 33 Business Financial Operational Strategy Moving To Reach Our Vision Overview Overview Highlights Forward

LEADER IN BUILDING SUSTAINABLE COMMUNITIES

OUR ASPIRATIONS ASPIRATIONS Consistent Sustainable Consistent Improved Enhanced Culture of Shareholders PATAMI Sales Operational Customer Excellence Return growth Performance Efficiency Experience

FIVE KEY STRATEGIC PILLARS REVENUE GENERATORS ENABLERS

EXPANDING ENHANCING ACHIEVING A B LAUNCHING C D E IMPROVING DEVELOPMENT OVERALL COST & NEW GROWTH ORGANIZATIONAL PORTFOLIO CUSTOMER OPERATIONAL AREAS EFFECTIVENESS INCOME EXPERIENCE EFFICIENCIES

• Township: • Enhance Property • Enhance data • Diligent cost • Improve project Enhance GDV and Investment income driven management management review strategic contribution via customer • Review Leisure governance masterplan Industrial & insights division business • Executive optimal • Integrated: Logistics • Roll-out online model strategic Improve Development community • Shorter end-to- partnership model capabilities & • Focus on profitable marketplace end development • Strengthen talent income affordable housing and digital cycle for both & performance contribution projects innovation township & management • Launch of Malaysia (dTo) integrated Vision Valley products project Sustainable & Balanced Growth Strategies 01 02 03 04 34 Business Financial Operational Strategy Moving To Reach Our Vision Overview Overview Highlights Forward

SHIFT2.0 TRANSFORMATION PLAN SHIFT2.0 consists of 10 prioritized initiatives which are categorized under 3 key focus areas

FIVE STRATEGIC PRIORITIES KEY FOCUS AREA PRIORITISED TRANSFORMATION INITIATIVES

A 1 INDUSTRIAL & LOGISTICS DEVELOPMENT LAUNCHING NEW 1 2 GROWTH AREAS AFFORDABLE COLLECTION 3 CATALYTIC PARTNERSHIP

EXPANDING 4 ACTIVE LANDBANK MANAGEMENT 2 DEVELOPMENT PORTFOLIO INCOME B 5 SALES & MARKETING

6 COST MANAGEMENT ENHANCING OVERALL 3 CUSTOMER 7 END-TO-END CYCLE EXPERIENCE 8 LEISURE ACHIEVING COST & 4 OPERATIONAL EFFICIENCIES C 9 PEOPLE MANAGEMENT

10 COMMUNICATION & ENGAGEMENT IMPROVING 5 ORGANIZATIONAL EFFECTIVENESS SHIFT 2.0: Industrial & Logistics Development 01 02 03 04 35 Strategic Advantage and Target Sectors Business Financial Operational Strategy Moving Overview Overview Highlights Forward

1 2 3 4 Malaysia City of Vision Elmina, Kota Bandar Bukit Serenia City Valley 2.0 Elmina Raja & Nilai & Lagong Impian

Established 1 Proximity to city Proximity to existing Proximity to Port Airport Industrial Elmina Growing Urban Industrial Park Parks and population Existing Growing support established Industrial Area Eimina East ecosystem Multiple Highway Industrial Area & Population network Gateway to the High ready Mid point South from the Gateway from population between North City Northern and South hinterland to International

Strategic SystemStrategic Eco High growth City Market Gateway Air Cargo corridor for Gateway urbanization 2

Air-cargo-driven Seaport Centric E-fulfillment & and Light to Mid last mile City/ Urban Industries delivery, Light High Tech and Logistics Centric, Indusrtries Industrial Park Reverse Service Warehouse for Logistics, B2C/ bulk High value SME Facilities CEP fulfilment services/containe components Positioning 3 r haulage/trans /technology 4 - shipment /precision Industry

Basic Metals / Automotive / Rubber B2B E Logistics / Volume, Electronics / Commerce Aerospace / frequency and Fabricated Metal Supply Chain / FMCG / scope based / Technology Electronics / services as Logistics Haulier small Healthcare revenue driver

TargetSector Village component parts SHIFT 2.0: Industrial & Logistics Development 01 02 03 04 36 Industrial Product Offerings Business Financial Operational Strategy Moving Overview Overview Highlights Forward

Seven (7) industrial product offerings as below:

1 BUILT-TO-SUIT & LEASE (BTSL) 4 READY-BUILT-WAREHOUSE (RBW)

• Build facilities according to customer’s / tenants’ • Ready-built-warehouse to lease to multi tenants specifications, and long term lease the facilities for rental / recurring income

5 2 BUILT-TO-SUIT, LEASE & SELL (BTSLS) BUILD TO SELL (RBF)

• Sale of terrace, detached & semi-detached • Build facilities according to customer’s / tenants’ factories (“ready-built-factory”) specifications, and lease the facilities and sell

3 BUILT-TO-SUIT & SELL (BTSS) 6 WORKERS ACCOMODATION

• Build facilities according to customer’s specifications and sell. • Build workers accommodation to provide facility • Turnkey/design & build development to tenants

7 SALE OF CATALYST PLOTS

• Upon completion of earthwork & main infrastructure for the plots for end user/catalyst investment SHIFT 2.0: Affordable Collections 01 02 03 04 37 Sustainable Homes Business Financial Operational Strategy Moving Overview Overview Highlights Forward

D3 stands for Divergent Dwelling Design which focuses on affordability, adaptability, quality and sustainability via a collaboration between Sime Darby Property and CREAM (research arm of CIDB). BENEFITS OF D3

Improves standard of living without the penalty of high prices - 30% reduction of preliminary cost on construction

Improves livability with superior designs - Urban Farming within your own unit - Ventilation & lighting /

Improves construction speed with the use of Industrialized Building System (IBS) - Construction is 28% to 33% faster

Improves site safety and lower labor dependency via off-site fabrication - More organized site & lower labour dependency

Reduces material wastage and preliminary cost through modularization - Close to 0% construction wastage SHIFT 2.0: Affordable Collections 01 02 03 04 38 IBS Scoring Business Financial Operational Strategy Moving Overview Overview Highlights Forward SHIFT 2.0: Affordable Collections 01 02 03 04 39 Dasar Perumahan Mampu Milik (DRMM) Business Financial Operational Strategy Moving Overview Overview Highlights Forward

D3 Sustainable Homes layout (900 sq ft and 1,000 sq ft) was endorsed as the Preferred Design in DRMM, a sub-policy of the National Housing Policy (DRN) 2018-2025.

D3 design will help to tackle the More revenue opportunities housing affordability issue in a once D3 has been holistic way commercialized SHIFT 2.0: Affordable Collections 01 02 03 04 40 Moving Forward Plans Business Financial Operational Strategy Moving Overview Overview Highlights Forward

To materialise and commercialise D3 Sustainable Homes research into reality

2 Action plans undertaken:

i) D3 Prototype Gallery ii) D3 RSKU Pilot Project To study the market acceptance To study the technical & financial of the new innovative dwelling viability of D3 Concept Homes design SHIFT 2.0: Affordable Collections 01 02 03 04 41 RSKU Pilot Project At Elmina Green Business Financial Operational Strategy Moving Overview Overview Highlights Forward

D3 RSKU project site plan SHIFT 2.0: Active Landbank Management 01 02 03 04 42 Asset Monetisation Initiatives in FY2019 Business Financial Operational Strategy Moving Overview Overview Highlights Forward

Total gains of RM289.9million

300 acres of industrial land at Bukit Selarong estate, Kedah

✓ Sold for RM88.9m Target ✓ Completed in May 2019 completion by ✓ Recorded a gain of RM81.1m 4QFY2019

Darby Park Executive Suites, 1.16 acres of freehold Singapore land at Jalan U-Thant, Kuala Lumpur ✓ Sold for RM280.5m ✓ Completed in Jan 2019 ✓ Recorded a gain of RM203.4m 2 units of holiday bungalows on 1.71 An apartment unit at The acres of freehold land Orion, Singapore at Pulau Tikus, Pulau Pinang ✓ Sold for RM10.4m ✓ Completed in June 2019 ✓ Recorded a gain of RM5.4m SHIFT 2.0: Sales and Marketing 01 02 03 04 43 A new verb in the Property Industry Business Financial Operational Strategy Moving Overview Overview Highlights Forward dto (pronounced as ‘ditto’) is an innovative co-creation and crowd sourcing platform that is expected to transform the future of property buying. dto is a result of a shift in mindset from building with our potential customers in mind to building with our potential customers involved. dto allows potential customers to vote for their preferred development concept, design and amenities of a future property.

Transport Commu- Food Entertain INDUSTRY Banking GPS Property E-wallets Hotel Shopping

-ation nication Delivery -ment PLATFORMS

2 Residential High-Rise Projects currently on the dto platform

dto_001 dto_002 • Subang Jaya, Freehold • Putra Heights, Freehold dto_003 • Launch for Sale : • Target Launch for Sale : • Coming soon September 2019 Early 2020 • Landed • Within walking distance • Within walking distance to to Empire Shopping Putra Heights LRT Station Gallery Cautionary Note 44

This presentation does not constitute and is not an offer to sell or the solicitation of an offer to buy securities of any company referred to in this presentation in the United States or elsewhere. The companies referred to herein have not registered and do not intend to register any securities under the US Securities Act of 1933, as amended (the “Securities Act”), and any securities may not be offered or sold in the United States absent registration under the Securities Act or an exemption from registration under the Securities Act. By attending the presentation you will be deemed to represent, warrant and agree that to the extent that you purchase any securities in any of the companies referred to in the presentation, you either (i) are a "qualified institutional buyer" within the meaning of Rule 144A under the Securities Act, or (ii) you will do so in an "offshore transaction" within the meaning of Regulation S under the Securities Act. This presentation may contain forward-looking statements by Sime Darby Property Berhad that reflect management’s current expectations, beliefs, intentions or strategies regarding the future and assumptions in light of currently available information. These statements are based on various assumptions and made subject to a number of risks, uncertainties and contingencies. Actual results, performance or achievements may differ materially and significantly from those discussed in the forward-looking statements. Such statements are not and should not be construed as a representation, warranty or undertaking as to the future performance or achievements of Sime Darby Property Berhad and Sime Darby Property Berhad assumes no obligation or responsibility to update any such statements. No representation or warranty (either express or implied) is given by or on behalf of Sime Darby Property Berhad or its related corporations (including without limitation, their respective shareholders, directors, officers, employees, agents, partners, associates and advisers) (collectively, the "Parties") as to the quality, accuracy, reliability or completeness of the information contained in this presentation (collectively, the "Information"), or that reasonable care has been taken in compiling or preparing the Information. None of the Parties shall be liable or responsible for any budget, forecast or forward-looking statements or other projections of any nature or any opinion which may have been expressed or otherwise contained or referred to in the Information. Thank You 45

For more information, please contact: SIME DARBY PROPERTY INVESTOR RELATIONS

Email Address : [email protected] Telephone : +(603) 7849 5000 Website : https://www.simedarbyproperty.com/investor-relations