Dalata Hotel : 2020 Preliminary Financial Results Presentation

2020 FULL YEAR RESULTS

UNBOWED AND UNBROKEN

CONTENTS

Strongly Placed for Recovery 3-9

Growth Strategy 10-15

FY 2020 Financial Review 16-22

Outlook 23

Summary 24-25

Appendices 26-32

DISCLAIMER

The presentation contains forward-looking statements. These statements have been made by the Directors in good faith based on the information available to them up to the time of their approval of this presentation. Due to inherent uncertainties, including both economic and business risk factors underlying such forward looking information, actual results may differ materially from those expressed or implied by these forward looking statements. The Directors undertake no obligation to update any forward-looking statements contained in this presentation, whether as a result of new information, future events or otherwise.

2

Maldron Hotel Merrion Road, Dublin

STRONGLY PLACED FOR RECOVERY

Slide: Slide I 3

STRONGLY POSITIONED FOR RECOVERY AND GROWTH

Teams remain in place - excited and ready to welcome guests back

Almost all of our core management teams retained at our hotels/central office 92,000 training and development courses completed by our people in 2020

Average age of our hotels is 17 years Predominantly owned portfolio

Primarily located in large cities or at major airports

No requirement for any increase to our normal maintenance capital expenditure

New supply being delayed due to Covid-19

Early evidence of rooms coming out of the market Strong exposure to sectors shielded from Covid-19

Adjusted EBITDA CAGR (excluding IFRS 16) of 16.6% from 2015-2019 Pipeline of close to 3,300 rooms across large UK cities and Dublin Proven expertise to capitalise on market opportunities for growth Strong relationships with fixed income investors

Asset backed balance sheet with €1.2bn in hotel assets

Strong liquidity - cash/undrawn facilities of €298m at the end of 2020 Significant value created via sale and leaseback of Clayton Hotel Charlemont at €65 million on tight yield

Strong balance sheet provides optionality and security

4

INCREASING LIQUIDITY DURING PANDEMIC

Sale and Leaseback of Clayton Hotel Charlemont for €65mEquity placing raised net proceeds of €92m

April

Dalata increased liquidity by €136m despite Covid-19 crisis

March

Decisive actions taken in response to Covid-19 crisis to protect cash which continued for the remainder of 2020

1 Subject to minimum liquidity covenant of €50m until 30 March 2022

September

July

Agreed amended debt facility with an additional €39m facility and new suite of covenants until June 2022

5

SIGNIFICANT VALUE CREATED VIA ACTIVE PORTFOLIO MANAGEMENT DESPITE PANDEMIC

Sale & leaseback of Clayton Hotel Charlemont

Retained leased asset with projected stabilised EBITDA post lease costs1 of €2.5m to €3.0m p.a.

Development Profit of €23m

Enhanced liquidity during Covid-19 pandemic

1 Normal stabilised EBITDA/EBITDAR achievement delayed by impact of Covid-19

6

RESPONSE TO COVID-19 UNDERPINNED BY STRONG VALUES

Continued progress on sustainability initiatives despite the challenges from Covid-19

Strong tone from the top

• 1 • ESG remains a key priority for Management

  Continued progress on CDP score

  2018	2019	2020
  C	B-	B

  Established the ESG board committee in January 2021

  • • Provides oversight and accountability

  Introduction of the Diversity and Inclusion policy

  • • Over 90 different nationalities in the Group

  • • 49% of the senior team who participate in the Group's LTIP1 are female

  Working closely with our

• 5 stakeholders

  • • Open communication with customers to address concerns and requirements

  • • Maintained strong supplier relationships

  • • Continued to pay agreed rent to institutional landlords

  • • Regular and open communication with all stakeholders

On-going commitment to health and safety

• • Introduced the Dalata Keep Safe Programme to ensure the safety of our people, customers and suppliers

• • Partnered with a world leading expert, Bureau Veritas, to independently verify our health and safety procedures

"When plans go flying out the window the way they did in 2020, all that's left to guide you are your values2"

• 1 LTIP - Long-term incentive plan

• 2 Quote from Lord Victor Adebowale CBE, Co-founder and Chair Visionable, Chair Social Enterprise UK

7

OUR PEOPLE STRATEGY DURING COVID-19

Continued focus on learning and development programmes

• • Use of Virtual Classrooms & technology

• • Over 92,000 courses completed on Dalata Online in 2020 - up 103% versus 2019

• • Launch of Dalata Academy

Maintaining strong engagement

• • Unfortunately many of our people are either on temporary reduced hours/lay-off or on furlough but we continue to engage with them

• • Direct, open communications through our Alkimii app to our people's mobile phones from

General Manager & CEO

Wellbeing

• • Employee Assistance Programme (EAP) - mental health supports and counselor available 24/7

• • Introduced a holistic wellbeing offering - over 50 classes monthly in a variety of topics & guest speakers

8

CONTINUE TO INVEST IN TECHNOLOGY

Processes are becoming more efficient

Provides more time to deliver excellent customer experiences

2017 - 2019

2020

Introduced guest focused technologies in response to Covid-19 (i) advance check in/check out (ii) Preoday, a mobile/ online ordering tool

Taking advantage of the time when our hotels are less busy to accelerate the roll out of technologies that will add significant value in the future

9

MAINTAINING STRONG RELATIONSHIPS FUNDAMENTAL TO GROWTH OPPORTUNITIES

GROWTH STRATEGY

Growth strategy in three key markets remains compelling

Excellent reputation has been established amongst property developers and agents

Two projects secured to date - Clayton Hotel City of London (opened Jan 2019) and expect to commence construction of Maldron Hotel Shoreditch in 2021

Financial, development and operational expertise to expand further in the city

Prime locations in larger cities with strong mix of corporate and leisure guests

Quality assets through new and recently refurbished hotels which can outperform older/tired competition

Operational expertise delivered through decentralised model Track record of securing opportunities in these citiesOwnership and operating model provides a strong competitive advantage

Maldron and Clayton are leading brands in the market with a winning customer proposition

Growth continues through existing pipeline, optimisation of existing hotels Possible value opportunities arising as market recovers

Strong balance sheet provides competitive advantage when looking at new growth opportunities

DUBLIN SUPPLY IMPACTED BY COVID-19

Current Dublin market segmentation has a low number of budget hotels

Source: AM:PM

Savills Ireland forecast net additional 4,800 rooms from 2021 to 2023

Source: AM:PM and Savills

Future supply weighted towards budget section

Source: Savills

Current market size of 22,000 rooms +12%

Future supply - 2021 to 2023

2,500

2,000

1,500

1,000

500

0

2018 2019 2020 2021 2022 2023

Estimated opening

Airbnb impacted by new regulations in Ireland

New regulation introduced in July 2019, requires owners of residential properties in rent pressure zones to obtain planning permission for use of property for short-term lets for greater than 90 days a year

No evidence of permissions granted by Dublin City Council yet

Number of Airbnb listings has reduced significantly

Supply likely to slow due to Covid-19

Government restrictions necessitated the closure of most construction sites during the Covid-19 lockdowns Funding issues for pre-construction projects

Evidence of hotels closures/conversions to alternative use beginning to emerge

PIPELINE OF CLOSE TO 3,300 ROOMS

New hotels projected to contribute over €30m in Stabilised EBITDA1 when fully operational

Funding secured for all projects under construction

2021

2022

2023

Opening date

Under construction

Planning granted

2024

Opening dates to be confirmed

Planning stage

1 Refers to EBITDA excluding the impact of IFRS 16. Typically estimate stabilised EBITDA in year three of normal operation (refer to glossary on slide 31)

London - 163 bedrooms 2023: 1 owned hotel (Maldron Hotel Shoreditch)

Opening date to be confirmed for the extra 14 rooms at Clayton Hotel City of London

Regional UK - 2,460 bedrooms

2021: 1 leased hotel (Maldron Hotel Glasgow)

2022: 4 leased hotels in Glasgow, Bristol and

Manchester (x2)

2024: 1 leased hotel in Brighton

Opening dates to be confirmed for 3 leased hotels

located in Birmingham, Liverpool and Manchester

Victoria

Dublin - 640 bedrooms

2021: 1 leased hotel (The Samuel Hotel)

2022: 1 owned hotel (Maldron Hotel Merrion Road)

2024: 1 leased hotel (Maldron Hotel Croke Park)

Opening date to be confirmed for the extension at

Clayton Hotel Cardiff Lane

CURRENT PIPELINE IS TRANSFORMATIVE

1

Geographical mix of rooms

Today

Lowering average age of hotels

Average age of hotels will fall

Further diversifying business geography

Including pipeline

Doubling our footprint in the UK

Group: decrease from 17 to 15 years

UK: decrease from 11 to 8 years

Maintaining a young pool of assets which require less maintenance capex, increases cash available to re-invest in the business

2

Significant impact on ownership mix

Ownership mix of rooms

Today

Including pipeline

Expecting significant earnings contribution

New hotels projected to contribute over €30m in stabilised EBITDA after Fixed Lease Costs1 when fully operational

UK EBITDAR margins projected to increase once the new hotels are operating at stabilised levels - targeting average of 43% in year three of normal operation for regional UK hotels and over 50% for London hotels

1 Refer to glossary on slide 31

Maldron Hotel Dublin Airport

2020 - TRADING REVIEW BY QUARTER

Promising start to 2020

Positive start to the year before impact of Covid-19 was felt from March onwards.

Group occupancy of 58.2% and Adjusted EBITDA of €17.7m in Q1.

Lockdown

All hotels were closed to the general public for Q2 resulting in occupancy of 10.6% for the Group driven by contracted business for essential services. Proactive cost control and government support resulted in Adjusted

EBITDA loss of €7.6m.

Staycations driving demand

Strong demand for staycations across Regional Ireland and Regional UK showing people will travel again once restrictions are relaxed. Dublin and London impacted due to lack of international travel/events. Group occupancy of 35.9% with Adjusted EBITDA of €9.3m.

On-going restrictions

Varying degree of restrictions across our markets. ROI hotels were closed to the general public for 6 weeks from 22 October and the UK hotels for the month of November. Group occupancy of 19.4% with Adjusted EBITDA loss of €0.7m in Q4.

April - December 2020

• • Adjusted EBITDA €1.0m

• • Lease payments €20.6m

• • Interest and finance costs paid €10.1m

• • Maintenance capex paid €5.4m

1 Proxy for operating cash flow before impact from working capital and tax

VERY CHALLENGED TRADING ENVIRONMENT

Group Income Statement
Key Financials €million	2020	2019
Revenue	136.8	429.2
Segments EBITDAR	28.9	182.8
Hotel variable lease costs	(0.3)	(7.3)
Other income	0.5	1.2
Central costs	(8.1)	(11.8)
Share-based payments expense	(2.3)	(2.7)
Adjusted EBITDA	18.7	162.2
Net property revaluation movements	(30.8)	1.6
Impairments	(11.8)	-
Other adjusting items	(1.8)	-
Group EBITDA	(25.7)	163.8
Depreciation of PPE and amortisation	(27.1)	(26.4)
Depreciation of RoU assets	(20.7)	(17.1)
Interest on lease liabilities	(22.4)	(18.9)
Other interest and finance costs	(15.6)	(11.7)
(Loss)/profit before tax	(111.5)	89.7
(Loss)/profit for the year	(100.7)	78.2
Basic (loss)/earnings per share (cents)	(50.9)	42.4
Adjusted basic (loss)/earnings per share (cents)	(27.2)	42.0

68% drop in revenue to €136.8m

Loss after tax of €100.7m

Government support schemes (€31.3 million) and

proactive cost reductions reduced the impact of lost

revenue on the bottom line

Central costs in 2019 were lower than normal due to

a €1.9m writeback of an insurance provision.

Excluding this impact, central costs were reduced

by 40% in 2020

Main adjusting items for 2020 are the net property

revaluation loss of €30.8m (€3.5m recorded in H2

2020) following the valuation of property assets and

impairments of €11.8m on other assets (including

goodwill and right-of-use assets) which were

significantly impacted by Covid-19

Other interest and finance costs increased mainly

due to the accounting modification loss of €4.3

million as a result of the amended and restated loan

facility in July 2020

Group KPIs	2020	2019
Occupancy	30.9%	82.6%
Average room rate (€)	88.77	113.14
RevPAR (€)	27.45	93.43

DUBLIN

All figures €million	2020	2019
Total revenue	65.2	245.4
EBITDAR	17.5	119.7
EBITDAR margin	26.8%	48.8%

31 December	2020	2019
Number of hotels1	16	16
Number of rooms	4,488	4,482

Like for Like KPIs2	2020	2019
Occupancy	30.4%	87.7%
Average room rate (€)	90.76	124.79
RevPAR (€)	27.62	109.40

• 1 9 owned hotels and 7 leased hotels at 31 December 2020

• 2 KPIs exclude the Ballsbridge Hotel as the hotel effectively did not trade for most of 2020

Occupancy %

Q1

Q2

Q3

20192020

Q4

Government support schemes of €12.9m and proactive cost control reduced the impact of lost revenue on EBITDAR

Approximately 50% of rooms sold to international market in a typical trading year

Occupancy of 12% in January 2021 and 14% for February 2021

Strongly placed to benefit from recovery in international business and leisure travel

REGIONAL IRELAND

All figures €million	2020	2019
Total revenue	36.3	84.9
EBITDAR	8.0	24.5
EBITDAR margin	22.0%	28.9%

31 December	2020	2019
Number of hotels1	13	13
Number of rooms	1,867	1,867

KPIs2	2020	2019
Occupancy	36.4%	73.7%
Average room rate (€)	87.04	98.90
RevPAR (€)	31.64	72.93

• 1 12 owned hotels and 1 leased hotel at 31 December 2020

• 2 KPIs include full year performance of all hotels

Occupancy %

81%

89%

Q1

Q2

Q3

20192020

Q4

Government support schemes of €8.9m and proactive cost control reduced the impact of lost revenue on EBITDAR

Strong demand for staycations resulted in occupancy of 60% in Q3

Approximately 70% of rooms sold to domestic market in a typical trading year

Occupancy of 15% in January 2021 and 17% for

February 2021

UK

All figures £million	2020	2019
Total revenue	31.0	86.7
EBITDAR	2.9	33.8
EBITDAR margin	9.4%	39.0%

31 December	2020	2019
Number of hotels1	12	12
Number of rooms	2,644	2,600

Like for Like KPIs2	2020	2019
Occupancy	30.3%	80.7%
Average room rate (£)	75.06	88.79
RevPAR (£)	22.72	71.66

1 7 owned hotels, 4 leased hotels and 1 hotel is effectively owned through a 99 year lease at 31 December 2020

2 KPIs include full year performance of all hotels regardless of when acquired

Occupancy %

Q1

Q2

Q3

20192020

Q4

Government support schemes in the form of rates waivers and grants amounted to £3.4m together with proactive cost reductions enabled a positive EBITDAR despite the 64% reduction in revenue. In addition, the utilisation of the Coronavirus Job Retention Scheme (furlough) allowed us to retain employees who were not working in the business

In a typical trading year, approximately 85% of rooms sold at our regional UK hotels are to the domestic market. However the international market typically represents approximately 50% at our London hotels

Occupancy of 10% in January 2021 and 13% for February 2021

HIGH QUALITY ASSETS, STRONG LIQUIDITY

Balance Sheet
All figures €million	31 Dec 2020	31 Dec 2019
Non-current assets
Property, plant and equipment	1,202.7	1,471.3
IFRS 16 Right-of-use assets	411.0	386.4
Intangible assets & goodwill	31.7	36.1
Contract fulfilment costs	22.4	13.3
Other non-current assets1	23.5	12.6
Current assets
Trade and other receivables and inventories	10.5	23.7
Cash	50.2	40.6
Total assets	1,752.0	1,984.0
Equity	932.8	1,072.8
Loans and borrowings	314.1	411.7
IFRS 16 Lease liabilities	399.6	362.1
Trade and other payables	48.7	66.2
Other liabilities2	56.8	71.2
Total equity and liabilities	1,752.0	1,984.0

€1.2bn of hotel assets in prime locations €174.4m (13%) decrease in property valuations

Conservative gearing - Net Debt to Value3 of 23%

Contract fulfilment costs relate to the spend on

the pre-sold residential element of the Merrion

Road development project

Strong liquidity position - cash/undrawn facilities

of €298m4 at the end of December 2020 (€162m

at 31 December 2019)

Robust balance sheet as we look to the future

• 1. Other non-current assets includes investment property, deferred tax assets and other receivables

• 2. Other liabilities includes deferred tax liabilities, derivatives, provision for liabilities and current tax liabilities

• 3. Refer to glossary on slide 31

• 4. Subject to minimum liquidity covenant of €50m until 30 March 2022

OUTLOOK

January & February performance

Hotels remain closed to the general public since the start of January Occupancy of 12% for January and 15% for February

Projecting negative Adjusted EBITDA for the two month period to be approximately €2.5m

Cash/undrawn facilities of €290m at end of February 2021

Near term future

Continued impact of restrictions

Protection of people, cash and business

Start of recovery

Vaccine rollout, reduced restrictions

Domestic travel reopens followed by international travel Pent-up leisure demand for all destinations

Recovery takes hold

Surge in leisure demand - domestic and international Return of international corporate travel

Large increase in events and conferences

Dividend resumption will be reviewed further into the recovery

Market dislocation

Dislocation from Covid-19 has the potential to result in an acceleration of an expected rationalisation of Regional UK hotel market due to the profile of the hotel owners and the age of room stock

Large recovery opportunity within existing Dalata portfolio

The Samuel Hotel, Dublin

SUMMARY

Clayton Hotel Birmingham

APPENDICES

Slide: Slide I 26

PIPELINE OF CLOSE TO 3,300 ROOMS

Dublin

3 new hotels (2 leased, 1 owned)

2 extensions to existing hotels

640 rooms

Property

The Samuel Hotel1

Maldron Hotel Merrion RoadMaldron Hotel Croke Park1 Clayton Hotel Cardiff Lane

Clayton Hotel Charlemont1

Maldron Hotel Shoreditch London Clayton Hotel City of London

Clayton Hotel Cambridge2 Maldron Hotel Glasgow1Clayton Hotel Manchester1Clayton Hotel Bristol1 Maldron Hotel Manchester1 Clayton Hotel Glasgow1 Maldron Hotel Brighton1 Maldron Hotel Birmingham1 Maldron Hotel Liverpool1

Maldron Hotel Victoria, Manchester1

Total

• 1 35 year operating lease

• 2 30 year operating lease

• 3 Opening dates to be confirmed

x

UK

10 new hotels (9 leased, 1 owned) 2 extensions to existing hotels 2,623 rooms

Leased

3

x

x

Q3 2021

PROVEN TRACK RECORD OF GROWTH

5 year Adjusted EBITDA1

Excluding IFRS 16

135

(€million)

5 year growth in portfolio value

1,471

(€million)

5 year Adjusted Basic EPS1

Excluding IFRS 16

(cents)

5 year rooms by region

Room Numbers2 ('000)

5 year Hotel EBITDAR margin

• 1 Refer to glossary on slide 31

• 2 Includes owned & leased rooms

39.6%

41.4% 42.4% 42.6% 42.6%

(€million)

5 year Free Cash Flow1 100.6

TOURISM INDUSTRY RESILIENT IN PAST CRISES

International Tourism - History of Surviving Crises

Source: UNWTO

$bn

1,400

1,200

1,000

800

1.6

1.4

1.2

1.0

0.8

600

0.6

400

0.4

200

0.2

0

0.0

International tourism receipts (billion - USD) - LHSInternational tourist arrivals (billion) - RHS

Upward trend in Irish Tourism over 40 years

Source: CSO

€bn

5.5

12.0

5.0

4.5

4.0

3.5

3.0

2.5

2.0

1.5

1.0

0.5

0.0

10.0

8.0

6.0

4.0

2.0

0.0

Visitors to Ireland expenditure - excluding international fares (billion - EUR) - LHS

Visitors to Ireland (million) - RHS

STRONG PRESENCE FROM FDI IN IRELAND FUNDAMENTAL TO THE RECOVERY

69% increase to numbers employed by FDI1 (IDA2 assisted) companies since 2015

Source: IDA Ireland

'000

Up 69% since 2015

270

257.4

240

210

180

150

120

90

60

30

0

2005

IDA Ireland estimate that 8 jobs are created in the wider economy for every 10 created by IDA clients -> estimated total direct and indirect employment of 463k

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

Total numbers employed in IDA assisted foreign-owned companies in Ireland

Irish economy and Dublin market is underpinned by strong FDI from industries less impacted or positively affected by Covid-19 including pharma, medical devices, TMT sector and financial services

Employment growth of 3.6% in IDA Ireland supported companies in 2020 and 246 new investments secured despite the pandemic

• 1 FDI - Foreign Direct Investment

• 2 IDA (Industrial Development Authority) - IDA Ireland's main objective is to encourage investment into Ireland by foreign-owned companies

GLOSSARY

Adjusted EBITDA	EBITDA adjusted to show the underlying operating performance of the Group and excludes items which are not reflective of normal trading activities or distort comparability either 'year on year' or with other similar businesses
Adjusted basic (loss)/earnings per share	(Loss)/earnings per share excluding the tax adjusted effects of the adjusting items referred to above
Numbers excluding IFRS 16	The numbers excluding IFRS 16 and KPIs calculated thereon are prepared using the previous accounting treatment for leases (IAS 17) and are disclosed to provide more clarity to the reader on how the Group has performed in comparison with previous periods before the application of IFRS 16.
Stablised EBITDA after fixed lease costs	EBITDA after deducting fixed lease costs. The Group typically estimate achieving stabilised EBITDA in year three of normal operation post opening of a newly built hotel
Net Debt	Loans and borrowings less cash and cash equivalents
Net Debt to Value	Net Debt divided by the valuation of property assets as provided by external valuers at year end.
Free Cash Flow	Net cash from operating activities less amounts paid for interest, finance costs, refurbishment capital expenditure, fixed lease payments and after adding back cash paid in respect of adjusting items to EBITDA. Following the adoption of IFRS 16, fixed lease payments comprises the repayment of lease liabilities and interest paid on lease liabilities disclosed in the statement of cash flows. In 2020, the deferral of VAT and payroll tax liabilities under government Covid-19 support initiatives permitting the warehousing of tax liabilities in Ireland and the UK resulted in liabilities of €13.5 million at year end and are expected to be paid during 2021. It allows the temporary retention of an element of taxes collected during 2020 on behalf of tax authorities. To remove the effect of this distortion on cash flows from trading, the impact of these deferrals have been excluded in the calculation of Free Cash Flow.
'Like for Like' hotels	'Like for Like' hotels include the full year performance of all hotels regardless of when acquired. In Dublin the Ballsbridge Hotel is excluded as the hotel effectively did not trade for most of 2020

HOTEL PORTFOLIO AT MARCH 2021

29 owned hotels with 6,229 rooms

Hotel

Clayton Hotel Portfolio in Ireland	Maldron Hotel Portfolio in Ireland	Pipeline
Owned Hotels / Freehold Equivalent	Owned Hotels / Freehold Equivalent	Owned

Hotels

Clayton Hotel Dublin Airport 608

Clayton Hotel Leopardstown, Dublin 357

Clayton Hotel Liffey Valley, Dublin (1) 346

Clayton Hotel Ballsbridge, Dublin 335

Clayton Hotel Cardiff Lane, Dublin (2) 304

Clayton Hotel Cork City (3) 201

Clayton Hotel Galway 195

Clayton Hotel Sligo 162

Clayton Whites Hotel, Wexford 160

Clayton Hotel Limerick 158

Clayton Hotel Silver Springs, Cork 109

Leased hotels

Clayton Hotel Burlington Road, Dublin 502

Ballsbridge Hotel, Dublin 400

The Gibson Hotel, Dublin 252

Clayton Hotel Charlemont, Dublin 187

Total Clayton rooms in Ireland 4,276

• (1) Remaining 15 rooms owned by third parties

• (2) Dalata own 257 rooms and lease 47 rooms

• (3) Dalata own 194 rooms and lease 7 apartments

  Rooms

• (4) Effective ownership of hotel as the Group holds a secured loan over the property which is not expected to be repaid

(5) Effective ownership of hotel on 99 year lease

12 leased hotels with 2,770 rooms

13 new hotels in pipeline 3,263 rooms

3 management agreements with 262 rooms

Hotel

Maldron Hotel Newlands Cross, Dublin Maldron Hotel Parnell Square, Dublin Maldron Hotel Sandy Road, Galway Maldron Hotel South Mall, Cork City Maldron Hotel Limerick (4) Maldron Hotel Kevin Street, Dublin Maldron Hotel Pearse Street, Dublin Maldron Hotel Wexford

Maldron Hotel Shandon, Cork City Maldron Hotel Portlaoise

101

Leased hotels

Maldron Hotel Dublin Airport Maldron Hotel Tallaght, Dublin Maldron Hotel Oranmore Galway Maldron Hotel Smithfield, Dublin Total Maldron rooms in Ireland

90 251 119 113 92 2,079

UK Hotel Portfolio Owned Hotels / Freehold Equivalent
Hotel Rooms
Clayton Hotel Manchester Airport (5)	365
Clayton Hotel Leeds 334
Maldron Hotel Belfast City 237
Clayton Hotel Chiswick, London 227
Clayton Hotel City of London 212
Clayton Hotel Belfast 170
Clayton Crown Hotel, London 152
Maldron Hotel Derry 93
Leased hotels
Maldron Hotel Newcastle 265
Clayton Hotel Birmingham 218
Clayton Hotel Cardiff, Wales 216
Clayton Hotel Cambridge 155
Total UK rooms 2,644

365

334

237

227

212

170

152

93

Maldron Hotel Shoreditch, London 149

Rooms

Maldron Hotel Merrion Road, Dublin 140

Extension at Clayton Hotel Cardiff Lane, Dublin 93

Extension at Clayton Hotel City of London 14

Leased

Clayton Hotel Manchester City 329

Maldron Hotel Birmingham 323

Clayton Hotel Glasgow 303

Maldron Hotel Glasgow 300

Maldron Hotel Manchester 278

Maldron Hotel Liverpool 260

Clayton Hotel Bristol 253

Maldron Hotel Brighton 221

The Samuel Hotel, Dublin 204

Maldron Hotel Croke Park, Dublin 200

Maldron Hotel Victoria, Manchester 188

Extension at Clayton Hotel Cambridge 5

Extension at Clayton Hotel Charlemont 3

Total pipeline rooms

3,263

265 218 216 155 2,644