Seibu : Strategy and Outlook at SEIBU PRINCE HOTELS WORLDWIDE

Our Strategy and Outlook

March 28, 2024

SEIBU PRINCE HOTELS WORLDWIDE INC.

President, President and Representative Director KANEDA Yoshiki

SEIBU HOLDINGS INC.

General Manager, Business Strategy Department II, Corporate Planning Department ISHII Yusuke

Index

• 1. Work Experience Introduction

• 2. About Seibu Group and Hotel and Leisure Business

• 3. Initiatives toward building the global hotel chain ４. Current operating status and market conditions

１． Work Experience Introduction

SEIBU PRINCE HOTELS WORLDWIDE INC.

President, President and Representative Director KANEDA Yoshiki

• 1985 Joined Tokyu Hotels International Co., Ltd.

• 1997 Graduated from Cornell University with a Master of Management in Hospitality degree

• 1999 General Manager, Finance Department of Pan Pacific Hotels and Resorts Pte. Ltd. (Singapore headquarters)

• 2001 Director and Executive Vice President of Pan Pacific Hotels And Resorts America Inc. (San Francisco)

• 2010 Joined SEIBU HOLDINGS INC. Seconded to Prince Hotels, Inc.

  General Manager, Business Administration Department of Prince Hotels, Inc.

• 2016 Managing Officer in charge of Tokyo Metropolitan Area and Supervisory General Manager of the Tokyo Metropolitan Area of Prince Hotels, Inc.

• 2017 Director of StayWell Holdings Pty Ltd and 23 affiliate companies

• 2022 Director and Executive Managing Officer in charge of Financial Control Department and Development Department, and General Manager of Financial Control Department of SEIBU PRINCE HOTELS WORLDWIDE INC.

• 2023 President and Representative Director, and Chief Executive Officer of

  SEIBU PRINCE HOTELS WORLDWIDE INC. (present)

"About Seibu Group"

Together with our customers and our community

As a company, that is immersed and in touch in our local communities, the Seibu Group strives to provide a multitude of products and services that we believe will enhance our communities and enrich the experiences of our customers.

It is our desire to positively contribute to the lives of our customers, delivering a fun, convenient, comfortable-to-live-in, pleasant-to-work-in, highly sustainable and elevated quality-of-life.

Slogan "Smiles ahead"

Urban Transportation and Regional

Operating business leveraging real estate on the scale of a large developer, with a balanced portfolio of shopping centers, office buildings, and residential housing that promises stable revenues

Operating railway lines that connect to major city-center terminals such as Ikebukuro, Shinjuku, and Takadanobaba, along with well-known tourist spots including Chichibu, Kawagoe, and Hanno

■ Operating 12 railway lines in northwest Tokyo and southwest Saitama prefecture.

■ Operating route buses and leisure facilities mainly along railway lines

[Core companies]

Seibu Railway Co., Ltd., Seibu Bus Co., Ltd., etc.

Real Estate

• ■ Leasing business making effective use of facilities associated with station buildings, stores located within stations and beneath elevated tracks.

• ■ Holding and operating the shopping mall located in Japan's leading resort area Karuizawa.

• ■ Holding and operating Tokyo Garden Terrace Kioicho and DaiyaGate Ikebukuro in central Tokyo.

[Core companies]

SEIBU REALTY SOLUTIONS Inc., Seibu Landscape Co., Ltd., etc.

Hotel and Leisure

Operating a broad range of hotels, golf courses, and other leisure facilities catered to customer needs in Japan and internationally

■ Operating one of Japan's largest hotel chains under the "Prince Hotels" brand.

■ Operating 56 hotels in Japan and 28 hotels over 11 countries and areas all over the world. (As of Mar. 31, 2023)

[Core companies]

SEIBU PRINCE HOTELS WORLDWIDE INC.,

Prince Resorts Hawaii, Inc.,

StayWell Holdings Pty Ltd., etc.c

Other business

Operating community-based businesses in the Izu-Hakone area and Shiga Prefecture's Lake Biwa area, both possessing an abundance of tourism resources Flagbearers of the Seibu Group are the Saitama Seibu Lions, contributing to the growth of the Group's fanbase

• ■ Izuhakone Business, Ohmi Business

• ■ Sports Business (Seibu Lions, Yokohama Arena)

• ■ New Business

[Core companies]

Izuhakone Railway Co., Ltd., Ohmi Railway Co., Ltd., Seibu Lions, Inc., etc.

２． About Seibu Group ― Hotel and Leisure Business

To develop asset-light business

(transforming into a hotel chain with MC as its main axis)

・Transformation of business model from "Own and Operate" to "Specialize in Operation" in order to build a strong structure against the possibility of recurring crises.

⇒ Expand business with a sense of speed based on management contract (MC)

Domestic

Ownership (intra-group MC) and lease

(As of Dec. 31, 2023)

３．Initiatives toward building the global hotel chain

Improve performance at each business site (hotels, golf, skiing)

• ・ Strengthen accountability to all owners

• ・ Draw out value-improving investments

• ・ Sustain MC over the long term by exceeding return expectations

• ・ Strengthen relationships with external owners

• ・ Establish a global development structure (integration with StayWell)

• ・ Consider strategic M&A, etc. in the future

Hotels opened in FY2023

•  Sales with a focus on regional cities in Japan and APAC overseas

  Upcoming hotels to be opened Scheduled to open in FY2024

  ・Prince Smart Inn Nagoya Sakae（245 rooms） ・The Prince Akatoki Bangkok（255 rooms） ・Park Proxi El Hayat Sharm（194rooms）

  Scheduled to open in FY2026

  ・Prince Hotel (Fukuoka City, Fukuoka Prefecture) ・Kanazawa （229 rooms）

•  Establish information network for development projects by strengthening relationships with existing customers

  Priority targets for new openings

  【Regional cities】

  ・Osaka ・Sendai ・Fukuoka

  【Asia】 ・Sydney ・Bangkok ・Singapore ・Taipei

•  Develop coverage and share know-how by leveraging the respective strengths of SEIBU PRINCE HOTELS WORLDWIDE INC. and StayWell 7

４.

Current operating status and market conditions ― Recovery rate from pre-COVID (FY2018) in the Accommodation sector

① ADR growth of approx. 25% from pre-COVID (FY18) and higher than the Japanese market due to a strategy focused on improving ADR through price increases ② As a result, recovery rate of RevPAR exceeds that of the Japanese market.

②

recovery rate of RevPAR from April to December 2023 in domestic hotel operations (vs.FY18)

8.8％

（ Japanese market 8.0％）

* Comparison with pre-COVID (FY 2018)

* Comparison with figures including service charge

Recovery rate of ADR

domestic hotel operationsJapanese market

①

Apr.

MayJun.

Jul.

Aug.

Sep.

Oct.

Nov.

Dec.

４. Current operating status and market conditions ― Recovery rate of inbound from pre-COVID (FY2018)

① The number of non-Japanese customers has exceeded the statistics provided by JNTO since the beginning of the fiscal year, and from September, the recovery has exceeded that of pre-COVID.

② Rooms revenue far exceeded the recovery in the number of customers due to ADR increase to inbound individual customers. ③ In terms of rooms revenue share by region, "Europe, America and Australia" increased compared to pre-COVID.

■ Recovery rate of inbound from pre-COVID (FY2018) ※ Comparison to FY 2018

■ Rooms Revenue by Region

４. Current operating status and market conditions ― Example of current action

Integrate domestic and international membership programs and marketing brands to create a system that allows members to circulate among group facilities with an emphasis on borderless use and convenience.

（Released on January 30 and March 15 ： Starting on April 25, 2024）

~March 2024

Construct a global hotel chain platform and expanding customer base in Japan and overseas

April 2024～

Integration of systems in combination with these above

Integration of membership programIntegration of marketing brands

Launch of	Establishment of	Integration of
Seibu Prince Global Rewards	a new Global Group	accommodation booking
for Japanese and global users	Website	system

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