www.redplanetindonesia.com

PT RED PLANET INDONESIA TBK

PUBLIC EXPOSE

Le Meridien Hotel, Jakarta

15 December 2014

RED PLANET INDONESIA TBK

2

At A Glance

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

design can be accommodated to varying sites and allows for rapid construction, (iii) online dynamic

pricing drives high occupancy rates and revenue, (iv) 5-star sleeping experience at a reasonable

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.

Unparalleled Platform

& Scalable Business

Model

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

living, (ii) booming SME business travel, (iii) rise in internet travel booking in the region.

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.

Large & Fast

Growing Market

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

only listed budget hotel company. It currently owns and operates 8 hotels.

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 Company

IDX Ticker: PSKT

3

4

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)

Portfolio Acquisition Press Conference

Budget Hotel Portfolio Development

5

H2 2012 2013

18 March 2013

Pekanbaru hotel opened

(second hotel in Indonesia)

2014

31 August 2013

Solo hotel opened

(third hotel in Indonesia)

19 December 2013

Bekasi hotel opened

(fourth hotel in Indonesia)

1 March 2014

Makassar hotel opened

(sixth hotel in Indonesia)

27 February 2014

Palembang hotel opened

(fifth hotel in Indonesia)

3 hotels opened in 2014

12 July 2012

Pasar Baru hotel opened

(first hotel in Indonesia)

2 July 2014

Surabaya hotel opened

(seventh hotel in Indonesia)

All budget hotel assets acquired

in June 2014

RPI Corporate Structure

6

PT Red

Planet Hotels

Indonesia

PT Red

Planet Hotel

Pekanbaru

PT Red

Planet Hotels

Tangerang

PT Red

Planet Hotel

Surabaya

PT Red

Planet Hotel

Makassar

PT Red

Planet Hotel

Palembang

PT Planet

Merah

Delapan

PT Planet

Merah

Sembilan

PT Planet

Merah

Sepuluh

PT Red

Planet Hotel

Bekasi

PT Planet

Merah

Depok

PT Red

Planet

Hotels Solo

PT Red Planet Indonesia Tbk (PSKT)

(Listed Company)

PT Solusi

Bintang

Cemerlang

400

450

500

550

600

650

700

750

800

850

900

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

(Ru

pia

h)

PSKT Share Performance

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

Red Planet Indonesia (PSKT) Share Price Trend

7

Budget hotel

portfolio acquisition

after Rights Offering

PSKT begins trading as

Red Planet Indonesia

Board of Commissioners

8

Hapsoro

President

Commissioner

Hapsoro is an accomplished

business personality, holding

various positions as

Commissioner and Director in

numerous well-known

Indonesian companies

operating in the energy and

infrastructure sectors.

Timothy Hansing

Commissioner

A hotelier by training, Tim has

held numerous senior

management positions within

the hospitality industry

including Movenpick Hotels &

Resorts, Arthur Andersen, and

Pannell Kerr Forster. Before

founding Red Planet Hotels,

Tim was Director of

Development for Kingdom

Hotels in Dubai, overseeing the

development of a global hotel

portfolio.

Suganto Gunawan

Commissioner

Suganto joins the Board of

Commissioner of RPI as

Independent Commissioner

with broad experience in

financial advisory, research,

investments, and operations.

He has previously worked with

PT Kim Eng Securities, PT

Semesta Indovest, PT Asia

Electric Industries and is

presently Director of Corporate

Finance for PT Geo Link

Nusantara.

Adang Ruchiatna

Commissioner

Prior to being appointed as

Independent Commissioner

at RPI, Adang has had a

distinguished military career

attaining the rank of Major

General. In addition to

numerous command roles,

he was also Inspector

General for the Ministry of

Social Affairs and serves as

member of House of

Representatives

Commission VIII.

Board of Directors

9

Ng Suwito

President Director

Prior to being appointed as

President Director of RPI,

Suwito founded Republik

Capital Management Limited in

2004 – a leading real estate

advisor, manager, and investor.

Prior to that, he was Chief

Operating Officer of CB

Richard Ellis (CBRE), where he

oversaw CBRE’s business

operation in Greater Asia.

Mark Reinecke

Director

Mark is a founder of Red

Planet Hotels, and has

previously served in senior

positions for numerous private

equity financed businesses as

well as being a director of

several listed companies.

Educated at the London

School of Economics, Mark

started his career with

Indosuez W.I. Carr Securities

and Barings Securities.

Dyakso

Director

Dyakso has held a number

of senior positions in

prominent companies

before being appointed as

Director of RPI. He is

currently the President

Director of PT Multiperkasa

Teguh, Commissioner of PT

Taman Puri Indah and

President Director of PT

Panen Arta Leasing.

Rivo Pamuji

Director

Rivolinggo has held a wide

range of senior positions in the

human resource, corporate

management, property

management and hospitality

operations. He is currently the

President Director of the Centra

Taum Seminyak Hotel (Bali) as

well as the Operations Director

of the Teraskota Entertainment

Center and Santika Hotel,

Tangerang Selatan.

RPI Management

10

Louis Poisson

Director of

Operations

With a strong and

distinguished hospitality

background from various

senior hotel operational

management positions with

market leading brands

including Radisson, Crown

Plaza, Ibis, Holiday Inn, his

last position prior to joining

RPI was the General

Manager of Harris Hotel &

Conventions Bekasi.

Nancy Nataleo

Chief Financial

Officer and

Corporate Secretary

Nancy began her career at

Pricewaterhouse Coopers

Jakarta, and has spent more

than 23 years in senior

management roles across

numerous disciplines including

accounting, finance, legal, HR

and operations in various

market leading firms, including

Ecolab, ISS, and Elang

Mahkota Teknologi Tbk.

Binariyanti

Sembiring

Director of Sales

and Marketing

Bina has more than 20 years’

experience in hotel sales and

marketing departments for both

local and international hotel

chains including Starwood,

Aston, and Accor. Her most

recent position was as Corporate

Director of Sales for Best

Western International Indonesia

prior to joining Red Planet

Indonesia.

RPI Management

11

Widyana

Wirahaditenaya

Human Resource

Manager

Widyana has more than 25

years of experience in the

hospitality industry through

various management roles in

the Areowisata Group, a

subsidiary of Garuda Indonesia,

including her most recent role

as a Human Resources

Development Manager for Hotel

Management.

Iqbal Prastowo

Director Of

Investor Relations

Starting his career in

Hospitality Operations,

particularly in F&B and C&C

department, Iqbal has crossed

industry borders to various

fields including Mining, Media,

and Financial Services as

Investor Relations Manager

for public listed companies

such as Timah (Persero) and

MNC Investama.

Wibowo Tedjowana

Project Director

Wibowo has more than 20

years of experience in

construction management and

property development . Prior to

joining RPI, he was General

Manager of Business

Development for PT Matahari

Putra Prima and responsible

for overseeing the development

of hotel, apartment ,and

shopping mall projects.

RPI’s Budget Hotels Locations

12

Operating hotels

On the planning stages

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

Attractive Returns Profile

Favourable Indonesian

travel trends

Strong Corporate Backing

De-risked Platform

Positioned for Growth

Fast & Superior

Build Quality

Company Highlights

21

Red Planet

Indonesia

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)

Internet-based system allows for highly-centralised control and low-cost

distribution

Modular property design and construction approach is geared towards

efficiency, low costs, and rapid build-out

Strategic

partnerships

Continued focus on budget airline customers who are significant drivers of

demand for limited service / budget accommodation

Development growth along high-traffic route network in Indonesia

Partnerships with other budget airlines to market our hotels

Scalable and

profitable business

model

Focus on

operational

efficiency

Operating model focus on core sleep/shower demand

Rooms-only model with limited amenities and no F&B services

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.)

Opportunistic

growth

Opportunities to acquire refurbishment assets for less than replacement

costs

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

Typical hotels are smaller, offer limited services, and are cheaper to

construct compared to hotels which offer a full suite of services such as

restaurants, room-service, gyms, conference facilities, and full in-room

amenities

What are limited

service hotels?

Affordable lodging which provides high-quality products and services

Efficient reservation and effective sales channels

Consistent product and service features across the chain

Qualities of a

successful limited

service hotel

Travellers who either cannot afford, do not want, or do not need, the

services of more expensive mainstream hotels

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

Target customers

Fast-growing and fragmented industry with no dominant pan-Asian chain

Incumbents are primarily fragmented “mom and pop” operators

Ownership

24

Favourable East Asian Tourism Trends

Domestic travel is a significant driver of demand for low price hotels

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%

Proliferation of low

cost airline carriers

A significant budget airline airlift exists to Red Planet’s proposed hotel

locations: Tiger, Jetstar, Nok, Cebu Pacific, One-Two-Go, Firefly, Lion,

Linus, Mandala Airlines, and Adam Air

These airlines are all on established growth paths and have passenger

demographics of a typical Red Planet hotel customer

Growing domestic

travel trend

Opportunity to

bundle the Tune

Hotel offering with

other low cost

carriers

Budget carriers other than Air Asia, starting with Tiger, have begun

promoting Red Planet’s hotels on their websites

Offers include bundled airfare/room package to provide a more affordable

travel package

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

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

operational costs

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100% Land Lease Payment

Insurance (% of Hard Cost)

Property Taxes (% of TGR)

MRSF

Employee Expenses

Admin & General

FF&E Reserve (% of TGR)

Others

POMEC*

Franchising Fee

Marketing

Rental & Advertising

Ancillary

Rooms

Variable

Costs

Fixed

Costs

(Monthly Revenue Service Fee)

(Property Operations, Maintenance and Energy Costs)

27

RPI Hotels - High Component of Variable Costs

COMPETITION &

RPI’S DIFFERENTIATING FACTOR

28

29

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, Thailand, Philippines, 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

FINANCIAL REVIEW

30

31

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%

32

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%

SUMMARY OF OPERATING STATISTICS

33

1,050 Rooms and Growing

34

168

308

618

909

8 Hotels - 1,050 Rooms

0

200

400

600

800

1,000

1,200

H2 2012 H1 2013 H2 2013 H1 2014 H2 2014

Total No. of Rooms in Indonesia

10-month RevPAR CAGR at 61%

35

Lebaran

Effect

60,000

80,000

100,000

120,000

140,000

160,000

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

Re

vP

AR

(ID

R)

Indonesia Portfolio RevPAR (Jan-Oct 2014)

RevPAR

36

Jan-Dec Average Daily Nights Booked +258%

211

212

334

401

546 580 596

713

617

745 781

757

467

-

200

400

600

800

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

Nights Booked/Day Trend

Nights Booked/Day Month Avg YTD Avg/Day

37

Jan-Dec Average Daily Revenue Booked +249%

48.1

55.1

83.1

96.2

112.9 120.6 121.5

170.0

136.2

152.2 157.3

168.1

85.2

0.0

20.0

40.0

60.0

80.0

100.0

120.0

140.0

160.0

180.0

200.0

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

IDR

millio

n

Revenue Booked/Day Trend

Revenue Booked/Day Month Avg YTD Avg/Day

* USD/IDR exchange rate as of 8 Dec 2014

0

1,000

2,000

3,000

4,000

5,000

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

Monthly Rooms Sold

Pasar Baru

Pekanbaru

Solo

Bekasi

Palembang

Makassar

Surabaya

38

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

Lebaran

Effect

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

0

200

400

600

800

1,000

1,200

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

IDR

millio

n

Monthly Total Revenue

Pasar Baru

Pekanbaru

Solo

Bekasi

Palembang

Makassar

Surabaya

39

Jan-Nov Same-Store-Basis

Monthly Total Revenue +66%

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

Lebaran

Effect

Higher Rooms Volume Driving GOP Optimisation

40

0

20,000

40,000

60,000

80,000

100,000

120,000

0

6,000

12,000

18,000

24,000

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

GO

P/O

ccu

pie

d R

oo

m (

IDR

)

No

. o

f R

oo

ms

So

ld

Rooms Sold and GOP Trend

Rooms Sold GOP/Occupied Room

Lebaran

Effect

EBITDA Levels Reaching Optimum Levels

41

1.49 1.44

2.42 2.81

3.25 3.63 3.67

5.06 4.64

5.13

31%

9%

13%

25%

30%

36%

30%

39%

36%

40%

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

1.00

2.00

3.00

4.00

5.00

6.00

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

EB

ITD

A %

IDR

bil

lio

n

Total Revenue and EBITDA %

Total Revenue EBITDA %

Lebaran

Effect

CORPORATE SOCIAL RESPONSIBILITY

42

43

City Beautification Project (March 2013)

44

City Beautification Project (March 2013)

45

Brighten the Day of a Child (November 2013)

46

Teddy Bear’s Picnic (May 2014)

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