PT RED PLANET TBK PUBLIC EXPOSE Le Meridien Hotel,

15 December 2014

www.redplanetindonesia.com RED PLANET INDONESIA TBK

2 At A Glance

. PT Red Planet Indonesia Tbk (“RPI”), formerly called PT Pusako Tarinka Tbk, is the leading developer/owner/operator of internationally branded budget hotels in Indonesia. IDX Ticker: “PSKT”. . Major asset acquisition of budget hotel portfolio completed in June 2014, resulting in RPI being the The Company only listed budget hotel company. It currently owns and operates 8 hotels. IDX Ticker: PSKT . RPI is listed on the Bursa Efek Indonesia. . RPI’s main business is ownership and operations of budget hotels – main competitors only manage hotels.

. The RPI business model has been designed to be scalable with an online reservation and dynamic revenue management system, modular hotel design, disciplined development, and streamlined operational processes. . Profitability is on-track to be superior for the industry: (i) rooms-only business model, (ii) modular Unparalleled Platform design can be accommodated to varying sites and allows for rapid construction, (iii) online dynamic & Scalable Business pricing drives high occupancy rates and revenue, (iv) 5-star sleeping experience at a reasonable Model price, (v) ownership of assets as opposed to “management contracts business model” of competitors. . RPI’s management team benefit from years of international hotel management experience, in the budget, as well as luxury, sectors. . RPI intends to add another 20 hotels to its portfolio by 2020, focused primarily on the Greater Jakarta area.

. The demand for high quality value accommodation in Asia is booming, driven mostly by (i) rising domestic leisure travel (+8 to +16% CAGR between 2005-11 in SEA) due to increasing standards of Large & Fast living, (ii) booming SME business travel, (iii) rise in internet travel booking in the region. Growing Market . The value segment of the hotel industry serves the largest demographic of customers and is underserved. The margins for the value segment are also the highest in the hotel industry: EBITDA margins north of 50% are readily achievable.

3 Portfolio Acquisition Press Conference

On 20 May 2014, a press conference was held at the Ritz-Carlton Jakarta where more than 50 members of the local and regional media attended to cover PT Pusako Tarinka’s acquisition of the Red Planet Hotels’ Indonesian platform, with the company to be renamed PT Red Planet Indonesia

Left to right: Mark Reinecke (Red Planet Hotels, CIO), Hapsoro (Red Planet Indonesia, President Commissioner), Suwito (Red Planet Indonesia, President Director), Tim Hansing (Red Planet Hotels, CEO)

4 Budget Hotel Portfolio Development

H2 2012 2013 2014

12 July 2012 18 March 2013 27 February 2014 Pasar Baru hotel opened hotel opened hotel opened (first hotel in Indonesia) (second hotel in Indonesia) (fifth hotel in Indonesia)

1 March 2014 31 August 2013 hotel opened Solo hotel opened (sixth hotel in Indonesia) (third hotel in Indonesia) 2 July 2014 hotel opened (seventh hotel in Indonesia)

All budget hotel assets acquired 19 December 2013 in June 2014 hotel opened (fourth hotel in Indonesia) 3 hotels opened in 2014

5 RPI Corporate Structure

PT Red Planet Indonesia Tbk (PSKT) (Listed Company)

PT Red PT Red PT Red PT Red PT Red PT Red PT Planet PT Planet PT Planet PT Red PT Red PT Planet PT Solusi Planet Hotels Planet Hotel Planet Hotels Planet Hotel Planet Hotel Planet Hotel Merah Merah Merah Planet Hotel Planet Merah Bintang Indonesia Pekanbaru Tangerang Makassar Surabaya Palembang Delapan Sembilan Sepuluh Bekasi Hotels Solo Depok Cemerlang

6 Red Planet Indonesia (PSKT) Share Price Trend

PSKT Share Performance 900

850 PSKT begins trading as 800 Red Planet Indonesia

750

700 Budget hotel portfolio acquisition 650

after Rights Offering (Rupiah) 600

550

500

450

400 2-Jan-14 2-Feb-14 2-Mar-14 2-Apr-14 2-May-14 2-Jun-14 2-Jul-14 2-Aug-14 2-Sep-14 2-Oct-14 2-Nov-14 2-Dec-14

Pre-asset acquisition Rights Offering Period PSKT trading as Red Planet Indonesia

7 Board of Commissioners

Hapsoro Timothy Hansing Suganto Gunawan Adang Ruchiatna President Commissioner Commissioner Commissioner Commissioner

Hapsoro is an accomplished A hotelier by training, Tim has Suganto joins the Board of Prior to being appointed as business personality, holding held numerous senior Commissioner of RPI as Independent Commissioner various positions as management positions within Independent Commissioner at RPI, Adang has had a Commissioner and Director in the hospitality industry with broad experience in distinguished military career numerous well-known including Movenpick Hotels & financial advisory, research, attaining the rank of Major Indonesian companies Resorts, Arthur Andersen, and investments, and operations. General. In addition to operating in the energy and Pannell Kerr Forster. Before He has previously worked with numerous command roles, infrastructure sectors. founding Red Planet Hotels, PT Kim Eng Securities, PT he was also Inspector Tim was Director of Semesta Indovest, PT Asia General for the Ministry of Development for Kingdom Electric Industries and is Social Affairs and serves as Hotels in Dubai, overseeing the presently Director of Corporate member of House of development of a global hotel Finance for PT Geo Link Representatives portfolio. Nusantara. Commission VIII. 8

Board of Directors

Ng Suwito Mark Reinecke Dyakso Rivo Pamuji President Director Director Director Director

Prior to being appointed as Mark is a founder of Red Dyakso has held a number Rivolinggo has held a wide President Director of RPI, Planet Hotels, and has of senior positions in range of senior positions in the Suwito founded Republik previously served in senior prominent companies human resource, corporate Capital Management Limited in positions for numerous private before being appointed as management, property 2004 – a leading real estate equity financed businesses as Director of RPI. He is management and hospitality advisor, manager, and investor. well as being a director of currently the President operations. He is currently the Prior to that, he was Chief several listed companies. Director of PT Multiperkasa President Director of the Centra Operating Officer of CB Educated at the London Teguh, Commissioner of PT Taum Seminyak Hotel (Bali) as Richard Ellis (CBRE), where he School of Economics, Mark Taman Puri Indah and well as the Operations Director oversaw CBRE’s business started his career with President Director of PT of the Teraskota Entertainment operation in Greater Asia. Indosuez W.I. Carr Securities Panen Arta Leasing. Center and Santika Hotel, and Barings Securities. Tangerang Selatan.

9 RPI Management

Louis Poisson Nancy Nataleo Binariyanti Director of Chief Financial Sembiring Operations Officer and Director of Sales Corporate Secretary and Marketing With a strong and distinguished hospitality Nancy began her career at Bina has more than 20 years’ background from various Pricewaterhouse Coopers experience in hotel sales and senior hotel operational Jakarta, and has spent more marketing departments for both management positions with than 23 years in senior local and international hotel market leading brands management roles across chains including Starwood, including Radisson, Crown numerous disciplines including Aston, and Accor. Her most Plaza, Ibis, Holiday Inn, his accounting, finance, legal, HR recent position was as Corporate last position prior to joining and operations in various Director of Sales for Best RPI was the General market leading firms, including Western International Indonesia Manager of Harris Hotel & Ecolab, ISS, and Elang prior to joining Red Planet Conventions Bekasi. Mahkota Teknologi Tbk. Indonesia. 10

RPI Management

Widyana Iqbal Prastowo Wibowo Tedjowana Wirahaditenaya Director Of Project Director Human Resource Investor Relations Manager

Wibowo has more than 20 Starting his career in Widyana has more than 25 years of experience in Hospitality Operations, years of experience in the construction management and particularly in F&B and C&C hospitality industry through property development . Prior to department, Iqbal has crossed various management roles in joining RPI, he was General industry borders to various the Areowisata Group, a Manager of Business fields including Mining, Media, subsidiary of Garuda Indonesia, Development for PT Matahari and Financial Services as including her most recent role Putra Prima and responsible Investor Relations Manager as a Human Resources for overseeing the development for public listed companies Development Manager for Hotel of hotel, apartment ,and such as Timah (Persero) and Management. shopping mall projects. MNC Investama. 11

RPI’s Budget Hotels Locations

Operating hotels On the planning stages

12 Tune Hotel Pasar Baru 168 rooms; Opened 12 July 2012

13 Tune Hotel Pekanbaru 140 rooms; Opened 18 March 2013

14 Tune Hotel Solo 153 rooms; Opened 30 August 2013

15 Tune Hotel Bekasi 157 rooms; Opened 19 December 2013

16 Tune Hotel Palembang 147 rooms; Opened 27 February 2014

17 Tune Hotel Makassar 144 rooms; Opened 1 March 2014

18 Tune Hotel Surabaya 156 rooms; Opened 2 July 2014

19 BUSINESS PLAN

20 Company Highlights

Attractive Returns Profile

Fast & Favourable Superior Indonesian Build travel Quality trends

Red Planet Indonesia

De-risked Strong Platform Corporate Positioned Backing for Growth

21 5 Star Sleeping Experience at a 1-Star Price

. 5-Star Beds. Beds feature high quality spring mattress beds with duck down pillows and 250- thread count sheets, pillow cases, and duvets, custom-made by bed makers who supply 5-star hotels - the basis of our promise for a 5-star sleeping experience

. Power Showers. Each of the rooms feature attached private bathrooms with high-pressure power showers

. Central & Convenient Locations. All hotels are strategically located close to major shopping, sightseeing, and business destinations. Inside each hotel, guests will find established convenience store operators and branded food & beverage outlets providing reliable facilities within easy reach

. Clean Environment. Hotels provide daily housekeeping services to ensure guests have a clean and pleasant stay

. 24-Hour Security. Hotels use electronic key card access into rooms, CCTV cameras throughout the hotel, round-the-clock on-duty security guards, and no access to the main lobby without a keycard past midnight

22

Business Strategy

. Ownership of hotels (gaining ALL hotel cashflows) and not just management contracts (only small fee income streams) Scalable and profitable business . Internet-based system allows for highly-centralised control and low-cost model distribution . Modular property design and construction approach is geared towards efficiency, low costs, and rapid build-out

. Continued focus on budget airline customers who are significant drivers of Strategic demand for limited service / budget accommodation partnerships . Development growth along high-traffic route network in Indonesia . Partnerships with other budget airlines to market our hotels

. Operating model focus on core sleep/shower demand Focus on . Rooms-only model with limited amenities and no F&B services operational efficiency . Ancillary revenues through the sale of advertising space, leasing of retail space, and extra services (e.g. air conditioning, TV, Wi-Fi, bathroom amenities, etc.)

. Opportunities to acquire refurbishment assets for less than replacement Opportunistic costs growth . The ability to capitalise on these opportunities will further enhance the Company’s returns profile

23 Asian Limited Service Hotel Industry Overview

. Limited service hotels target value-conscious customers seeking affordable and comfortable lodging What are limited . Typical hotels are smaller, offer limited services, and are cheaper to service hotels? construct compared to hotels which offer a full suite of services such as restaurants, room-service, gyms, conference facilities, and full in-room amenities

. Affordable lodging which provides high-quality products and services Qualities of a successful limited . Efficient reservation and effective sales channels service hotel . Consistent product and service features across the chain

. Travellers who either cannot afford, do not want, or do not need, the services of more expensive mainstream hotels

Target customers . Weekday stays are driven by value conscious business travellers from the rapidly increasing small to medium sized enterprises . Primary weekend guests are leisure travellers, including extended families, students, and young adults

. Fast-growing and fragmented industry with no dominant pan-Asian chain Ownership . Incumbents are primarily fragmented “mom and pop” operators

24 Favourable East Asian Tourism Trends

. Domestic travel is a significant driver of demand for low price hotels Growing domestic travel trend . As per WTTC, domestic travel and tourism spending in Red Planet’s geographic markets has grown at a 2005-2013CAGR of between 7.8% to 15.8%

. A significant budget airline airlift exists to Red Planet’s proposed hotel locations: Tiger, Jetstar, Nok, Cebu Pacific, One-Two-Go, Firefly, Lion, Proliferation of low Linus, Mandala Airlines, and Adam Air cost airline carriers . These airlines are all on established growth paths and have passenger demographics of a typical Red Planet hotel customer

. Budget carriers other than Air Asia, starting with Tiger, have begun Opportunity to promoting Red Planet’s hotels on their websites bundle the Tune Hotel offering with . Offers include bundled airfare/room package to provide a more affordable other low cost travel package carriers

Red Planet’s budget hotels are well positioned to capitalise on favourable industry dynamics and become the leading pan-Asian limited service hotel chain

25 Key Competitive Strengths to Build Scale

. Different to other budget hotel chains which manage other people’s hotels for small fees – Red Planet is the developer, owner, and operator of all its hotels . Large budget carrier route network in Indonesia underpins demand for Tune Hotels . Key destinations in Southeast Asia . Located within very close proximity to key demand generators, allowing multiple hotels in one destination . Model allows refurbishment opportunities, which requires half of the capex of a new build . Not competing with other developers for prime sites . Model is tremendously scalable in mega-cities such as Jakarta

26

RPI Hotels - High Component of Variable Costs

. Fixed costs are only 26% of total operational costs, variable costs are 74% of total operational costs

100% Land Lease Payment Insurance (% of Hard Cost) 90% Fixed Costs Property Taxes (% of TGR) 80% MRSF (Monthly Revenue Service Fee) Employee Expenses 70% Admin & General FF&E Reserve (% of TGR) 60% Others 50% POMEC*(Property Operations, Maintenance and Energy Costs) Franchising Fee 40% Variable Marketing Costs 30% Rental & Advertising Ancillary 20% Rooms

10%

0%

27 COMPETITION & RPI’S DIFFERENTIATING FACTOR

28 Competition Analysis

Our Competition Why We Are Different

. Only international listed budget hotel operator in Indonesia . RPI develops, owns, and manages ALL its hotels . Superior service standards on par with 5-star hotels . Regional network – Red Planet Hotels can be found in Indonesia, , , and Japan . 5-star beds – same sleep quality as you would experience in a 5-star hotel . All hotels managed by RPI, no franchisees. Hence, we manage service quality standards . Consistency – anywhere you travel in Southeast Asia, all Red Planet Hotels will deliver same products and services

29 FINANCIAL REVIEW

30 YTD P&L Statement – Full Budget Hotel Portfolio

Red Planet Hotels

Comparative Profit & Loss Statements INDONESIA

Month SEPTEMBER Year To Date Growth Local currency: IDR Actual Last Year Y-o-Y

Hotel capacity 1,050 460 128%

Total Available Room Nights 210,353 80,114 163%

Total Rooms Sold 124,918 40,752 207% Revenues 28,420,916,329 10,314,454,820 176% Expenses 5,504,651,613 1,582,248,879 248% GA, Utilities, Marketing 13,415,432,841 4,603,270,406 191% Gross Operating Profit 9,500,831,875 4,128,935,535 130% EBITDA 8,599,381,856 3,856,541,990 123% 31 Summary Financial Performance

9M14 9M13 Growth Market Cap - period end Billion Rupiah 927 84 1,004%

Gross Profit Margin % 62 58 7% Liabilities to Total Assets % 56 23 143%

Revenues Million Rupiah 28,421 10,314 176% Gross Operating Profit Million Rupiah 9,501 4,129 130% EBITDA Million Rupiah 8,599 3,856 123%

Cash & Cash Equivalent Million Rupiah 12,480 3,785 230% Revenue Million Rupiah 50,878 28,547 78% Total Assets Million Rupiah 573,461 30,773 1,764% Total Liabilities Million Rupiah 320,754 6,951 4,515% Equity Million Rupiah 252,707 23,822 961%

32 SUMMARY OF OPERATING STATISTICS

33 1,050 Rooms and Growing

Total No. of Rooms in Indonesia

1,200 8 Hotels - 1,050 Rooms

1,000 909

800

618 600

400 308

200 168

0 H2 2012 H1 2013 H2 2013 H1 2014 H2 2014

34 10-month RevPAR CAGR at 61%

Indonesia Portfolio RevPAR (Jan-Oct 2014) 160,000

140,000

Lebaran 120,000 Effect

100,000 RevPAR (IDR) RevPAR

80,000

60,000 Jan-14 Feb-14 Mar-14 Apr-14 May-14 Jun-14 Jul-14 Aug-14 Sep-14 Oct-14 RevPAR

35 Jan-Dec Average Daily Nights Booked +258%

Nights Booked/Day Trend 781 800 745 757 713

617 580 596 600 546

401 467 400 334

212 200 211

- Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Nights Booked/Day Month Avg YTD Avg/Day

36 Jan-Dec Average Daily Revenue Booked +249%

Revenue Booked/Day Trend 200.0

180.0 170.0 168.1 157.3 160.0 152.2 136.2 140.0 120.6 121.5 120.0 112.9 96.2 100.0 83.1 85.2

IDR IDR million 80.0 55.1 60.0

40.0 48.1 20.0

0.0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Revenue Booked/Day Month Avg YTD Avg/Day

* USD/IDR exchange rate as of 8 Dec 2014

37 Jan-Nov Same-Store-Basis Rooms Sold +60%

Monthly Rooms Sold

5,000 Lebaran Effect

4,000 Pasar Baru Pekanbaru Solo 3,000 Bekasi Palembang Makassar 2,000 Surabaya

1,000

0 Jan-14 Feb-14 Mar-14 Apr-14 May-14 Jun-14 Jul-14 Aug-14 Sep-14 Oct-14 Nov-14

* Same Store indicates first 3 hotels operational for more than a year (Pasar Baru, Pekanbaru, and Solo)

38 Jan-Nov Same-Store-Basis Monthly Total Revenue +66%

Monthly Total Revenue

1,200

Lebaran 1,000 Effect Pasar Baru Pekanbaru 800 Solo

Bekasi Palembang 600 Makassar

IDR IDR million Surabaya 400

200

0 Jan-14 Feb-14 Mar-14 Apr-14 May-14 Jun-14 Jul-14 Aug-14 Sep-14 Oct-14 Nov-14

* Same Store indicates first 3 hotels operational for more than a year (Pasar Baru, Pekanbaru, and Solo)

39 Higher Rooms Volume Driving GOP Optimisation

Rooms Sold and GOP Trend 24,000 120,000

100,000

18,000 80,000

12,000 Lebaran 60,000 Effect 40,000 No. of Rooms Sold Rooms of No. 6,000

20,000 (IDR) Room GOP/Occupied

0 0 Jan-14 Feb-14 Mar-14 Apr-14 May-14 Jun-14 Jul-14 Aug-14 Sep-14 Oct-14 Rooms Sold GOP/Occupied Room

40 EBITDA Levels Reaching Optimum Levels

Total Revenue and EBITDA % 6.00 45% 39% 40% 40% 36% 36% 5.00 35% 31% 30% 30%

30%

4.00 25% Lebaran Effect 25%

20%

5.06 5.13 EBITDA % EBITDA

IDR billion IDR 3.00 4.64 13% 15% 9% 3.63 3.67 3.25 10% 2.00 2.81 2.42 5% 1.49 1.44 1.00 0% Jan-14 Feb-14 Mar-14 Apr-14 May-14 Jun-14 Jul-14 Aug-14 Sep-14 Oct-14 Total Revenue EBITDA %

41 CORPORATE SOCIAL RESPONSIBILITY

42 City Beautification Project (March 2013)

43 City Beautification Project (March 2013)

44 Brighten the Day of a Child (November 2013)

45 Teddy Bear’s Picnic (May 2014)

46 THE FUTURE

47 2015 Corporate Strategy

. RPI, formerly a single-asset hotel company, has repositioned its business in 2014 through the acquisition of a leading budget hotel portfolio . RPI will build out its hotel portfolio aggressively, concentrating on Greater Jakarta . RPI will continue to be a hotel developer, owner, and operator – a clear differentiating factor when compared to other budget hotel operators, whose only source of income is management fees . RPI will increase the liquidity of its stock, and broaden the ownership base, through roadshows and public forums in 2015 . RPI’s stock shall be more widely covered by analysts in 2015

48 Jakarta Focused Pipeline

. RPI will continue to build a solid pipeline of strategic locations in central Jakarta . Locations identified and in negotiations for 1Q 2015 are: . Jakarta Airport . Jl. Tendean . Kelapa Gading, Cikini, Tebet, and Tanah Abang among other locations where sites are being sourced . RPI will also actively look for sites in Greater Jakarta and key locations in Indonesia such as Yogyakarta, Bandung, and Medan

49 Big Focus on Jakarta

50