Lumira Profile 2022

BRIEF PROFILE 2022

OUR HISTORY Founded in September 2010 by hospitality industry veterans that have served decades in major global and regional hotel brand chains and played a formative role in the creation of new local hotel brands competing with the best in the market. The key partners decided then to venture forth on their own to create Lumira, a boutique Malaysian based firm, that aims to create memorable hotel experience for guests. The firm focuses wholly in the area of hospitality – providing expertise and services in consultancy, advisory, development advice, marketing, financial and management. In this short space of time, we are involved in multiple developments in various capacities from research, conceptualisation, technical, audit and management from as far away as Oman in the Middle East, Reunion Island in the Indian Ocean and 4 more hotels closer to home in Malaysia. Our aim has always been to create memorable experience for our guests and value for our clients through real world application of years of experience in the hospitality field coupled with our firm’s DNA for continuous emphasis on innovation to drive excellence in hospitality service and investment returns. Service Culture Service Vision Service Aptitude Service Delivery Listening Post Quality Assurance Guest Experience Cycle Guest Loyalty HALLMARK EXPERIENCES 2021 | ALL RIGHTS RESERVED 2

CURRENT HOTEL - MANAGEMENT 2021 | ALL RIGHTS RESERVED 3

CURRENT MANAGEMENT & OPERATIONS HOTEL 2021 | ALL RIGHTS RESERVED 4 TIARASA ESCAPES – GLAMPING RESORT, JANDA BAIK, MALAYSIA

CURRENT PROJECTS 2021 | ALL RIGHTS RESERVED 5

OUR CURRENT PROJECTS 2021 | ALL RIGHTS RESERVED 6 PETRONAS LEADERSHIP CENTRE, BANGI

CURRENT PROJECTS BY LUMIRA 2021 | ALL RIGHTS RESERVED 7 No. CURRENT ENGAGEMENTS TYPE OF ENGAGEMENT STATUS DURATION YEAR 1 Scapes Hotel @ Cameron Highlands Hotel Planning & Technical Assistance On hold 24 months 2017 2 Tiarasa Escapes Glamping Resort, Janda Baik Consulting and Hospitality Advisory Services On-going monthly retainer 2018 3 Penang Luxury Resort Hotel Planning & Technical Assitance On-going 18 months 2019 4 Proposed Cultural Village, Langkawi Consulting and Hospitality Advisory Services On-going 3 months 2019 5 PETRONAS Leadership Centre, Bangi Technical Assistance & Pre-Opening Services On-going 18 months 2019 6 MooLan Hotel, Ipoh Hotel Planning & Technical Assistance On-going 18 months 2019 7 TH Hotel Kelana Jaya and Hajj Café Assessment & Evaluation and Turnaround Services On-going 8 months 2020 8 Proposed limited serviced hotel @ Butterworth ["Cinder"] Hotel Planning & Technical Assistance On-going 12 months 2020 9 Proposed limited serviced hotel @ Butterworth ["Cinder"] Pre-opening management Assistance Prior to commencement 3 months 2021 1 0 Proposed limited serviced hotel @ Butterworth ["Cinder"] Management & Operations Upon Commencement 5 years 2021

PROJECTS – COMPLETED ENGAGEMENTS 2021 | ALL RIGHTS RESERVED 8

OUR CURRENT PROJECTS 2021 | ALL RIGHTS RESERVED 9 A SELECT SERVICE HOTEL @ BUTTERWORTH, PENANG SCAPES HOTEL @ CAMERON HIGHLANDS MOOLAN HOTEL, IPOH

PREVIOUS PROJECTS – OUR IMPRINT 2021 | ALL RIGHTS RESERVED 10 SCAPES HOTEL @ GENTING HIGHLANDS FOR LBS GROUP REBUNGAN RESORT @ LANGKAWI, KEDAH 4 STAR DELUXE CLASS RESORT HOTEL IN LANGKAWI, MALAY SIA FOR ZIKAY GROUP 5 LUXURY CLASS RESORT NEAR BANDAR KHAYRAN BAY, OMAN

PREVIOUS PROJECTS – 2/3 PLANTATION RESORTS – 4 STAR FAMILY RESORT, PORT DICKSON MALAY SIA [DESIGN CONCEPT, FEASIBILITY] FOR FELDA TRAVEL KINABALU MOUNTAIN RESORT – 5 STAR HILLSIDE HOTEL, MOUNT KINABALU, SABAH, MALAY SIA – [DESIGN CONCEPT, FEASIBILTY] FOR KINSABINA GROUP LE SUPERBE RESORT – LUXURY VILLAS IN REUNION ISLAND, FRANCE – [DESIGN CONCEPT, TECHNICAL SPECIFICATIONS, FEASIBILITY] FOR SCIA LE SUPERBE 2021 | ALL RIGHTS RESERVED 11 GENO HOTEL– BUSINESS HOTEL, SUBANG JAYA, MALAY SIA – [TECHNICAL SERVICE & CONSULTANCY FOR LYL LAND SDN BHD

PREVIOUS PROJECTS – 3/3 TAMU HOTEL & RESIDENCES – 4 STAR BUSINESS CLASS HOTEL & SERVICED APA RTMENTS IN KUALA LUMPUR, MALAY SIA – [TECHNICAL, PRE-OPENING] BELUM RAINFOREST RESORT– 4 STAR RAINFOREST RESORT, PULAU BANDING, PERAK, MALAY SIA – [EVALUATION & ASSESSMENT, MANAGEMENT] 2021 | ALL RIGHTS RESERVED 12 STAYRIGHT – MASS MARKET LIMITED SERVICE HOTEL, MALAY SIA – [DESIGN CONCEPT, SITE IDENTIFICATION, FUND RAISING] TIARASA ESCAPES– GLAMOUR TENTED ACCOMMODATION @ JANDA BAIK [PRE-OPENING]

COMPLETED PROJECTS BY LUMIRA 2021 | ALL RIGHTS RESERVED 13 No. COMPLETED ENGAGEMENTS TYPE OF ENGAGEMENT STATUS DURATION YEAR 1 Royal Kinabalu Resort, Ranau,Sabah Techncial Advice and Feasibility Completed 12 months 2011 2 Tamu Hotel & Suites, Kuala Lumpur Hotel Panning & Technical Assistance Completed 36 months 2013 3 Plantation Resorts Port Dickson Product concept and feasibility Completed 6 months 2013 4 Stayright, Kuala Lumpur Conceptual design and Technical input Completed 18 months 2014 5 Le Superb Resort, Reunion Island, France Technical Advise and product concept Completed 12 months 2014 6 Belum Rainforest Resort, Pulau Banding Assessment & Evaluation Completed 3 months 2015 7 Geno Hotel, Petaling Jaya Pre-opening Assistance Completed 6 months 2015 8 Tamu Hotel & Suites, Kuala Lumpur Pre-opening Assistance Completed 8 months 2016 9 Belum Rainforest Resort, Pulau Banding Management & Operations Completed 60 months 2016 10 Scapes Hotel @ Genting Highlands Hotel Planning & Technical Assistance Completed 24 months 2017 11 Mitsui Fudosan (Asia) Financial, Business & Technical Advisory Services Completed 8 months 2018 12 Mitsui Fudosan (Asia) Hospitality Consulting and Technical Advisory Services Completed 6 months 2018 13 Rebungan Resort, Langkawi Consulting and Hospitality Advisory Services Completed 12 months 2018 14 Mitsui Fudosan (Asia) Consulting and Hospitality Advisory Services Completed 2 months 2020

OUR OTHER EXPERIENCE 2021 | ALL RIGHTS RESERVED 14

OUR PREVIOUS EXPERIENCES In our previous engagements we have had the honour of being involved in various capacities from outright management, to business turnaround services, rebranding exercise, and general advisory services Immediately prior to the formation of Lumira, the team had successfully managed Tanjung Rhu Resort for over 13 years and in so doing created a respected locally owned luxury hotel brand that has won several service awards and continued to rank highly in Tripadvisor rankings when we passed the baton to the owner The team was also involved in the refurbishment, rebranding and repositioning of Hotel Maya which has won several awards, among others; Malaysian Interior Design Awards 2005 for winner in Design Excellence & Expatriate Lifestyle The Best of Malaysia Travel Awards 2007 for Excellence Award for Best Boutique Hotel 5 LUXURY 5-STAR RESORT IN LANGKAWI, MALAY SIA 5-STAR URBAN RETREAT HOTEL IN KUALA LUMPUR, MALAY SIA DAMAI LOVINA – A BOUTIQUE HILLSIDE VILLA IN BALI, INDONESIA 2021 | ALL RIGHTS RESERVED 15

OUR PREVIOUS EXPERIENCES We have also successfully turnaround three different properties; each with its own unique set of challenges. Two of the properties were in location that made accessibility a challenge; while the city apartment property’s business was descending towards a 2 star price point. In the case of Rebak Marina we had managed to move up the rates from RM135 per night to RM360 per night (167% improvement) in 1 year while at the same time improving on occupancy and hence cash flows for the hotel. Overall, what the Principals of the firm are trying to achieve in any turnaround exercise is to firstly improve the physical appearance of the property, then put in place a defined service delivery system and subsequently drive business by having the right marketing & sales, distribution & pricing strategies that enhances the value for the guests. LAKE KENYIR RESORT & SPA IN TERENGGANU, MALAY SIA SUITESTAY EXECUTIVE RESIDENCES IN KUALA LUMPUR, MALAY SIA REBAK MARINA ISLAND RESORT IN LANGKAWI, MALAY SIA 2021 | ALL RIGHTS RESERVED 16

PREVIOUS EXPERIENCE BY SENIOR OFFICERS OF LUMIRA No. PREVIOUS EXPERIENCES TYPE OF ENGAGEMENT STATUS DURATION YEAR 1 Tanjung Rhu Resort Langkawi Management & Operations Completed 12 years 1998 2 Rebak Marina Resort, Langkawi Turnaround management services Completed 18 months 2003 3 Kenyir Lake Resort, Terengganu Turnaround management services completed 18 months 2003 4 Suitestay Suites, Kuala Lumpur Management & Operations/Turnaround management services Completed 5 years 2000 5 Felda Residence Terengganu Pre-opening services Completed 8 months 2007 6 Felda Residences Group, Kuala Lumpur Training for Senior Managers Completed one week 2008 7 East Coast Economic Region Development Council Tourism consultant for Pantai Sepat Area Completed 8 months 2010 8 Felda Residence Terengganu Market study for hotel expansion and market report Completed 3 months 2011 9 Sonali Commercial Re-development, Kuala Lumpur market research and tourism consultant Completed 3 months 2014 10 Proposed Resort development at Chendering, Terengganu Market study for 5 star Resort development Completed 3 months 2013 11 The Malaccan, Melaka Market research and technical consultancy Completed 6 months 2011 12 Qatari Diar Market Study on hotel & commercial spaces in Kuala Lumpur Completed 2 months 2010 13 Perbadanan Kemajuan Negeri Selangor Hotel development & feasibility study Completed 6 months 2010 14 Salwa Resort, Doha Hotel planning and Technical assistance Completed 24 months 2010 15 Colombo Hilton Pre-opening Completed 6 months 1987 16 PJ Hilton Pre-opening Completed 6 months 1988 17 Jakarta Hilton International F & B control systems Completed 4 weeks 1984 18 Hilton International Room division sensitivity analysis and F & B control manual development Completed 3 months 1984 19 Seoul Hilton Food and Beverage set-up and Implementation Completed 8 weeks 1988 20 Kuching Hilton Evaluation and Assessment of the computer systems between the IBM S/360 and the Arete 800 Completed 3 months 1986 21 Radisson Kuala Lumpur (now known as Maya Hotel) Hotel planning and Technical assistance Completed 36 months 1993 22 Radisson Kuala Lumpur (now known as Maya Hotel) Management and operations Completed 2 years 1996 23 Radisson Shah Alam (now known as Blue Wave) Hotel planning and Technical assistance Completed 24 months 1995 24 Radisson Shah Alam (now known as Blue Wave) Management and operations Completed 2 years 1997 25 Radisson Langkawi (now known as Tanjung Rhu Resort) Hotel planning and Technical assistance Completed 36 months 1993 26 Hotel Maya Re-branding and turanaround management services Completed 36 months 2004 27 Radisson Langkawi (now known as Tanjung Rhu Resort) Management and operations Completed 2 years 1996 2021 | ALL RIGHTS RESERVED 17

TRAINING CONDUCTED IN THE HOSPITALITY INDUSTRY BY LUMIRA No. HOTEL TRAINING ENGAGEMENTS TYPE OF ENGAGEMENT STATUS DURATION YEAR 1 IOI Marriott Hotel, Putrajaya Train the trainer Completed 3 days 2017 2 Lanjut Beach and Golf Resort Housekeeping operations Completed 2 days 2018 3 Lanjut Beach and Golf Resort Food and Beverage Operations On-going 2 days 2018 4 Lanjut Beach and Golf Resort Improving Customer Experience On-going 1 day 2018 5 Lanjut Beach and Golf Resort Department Head Training on Hotel Operations On-going 3 days 2018 6 Lanjut Beach and Golf Resort Train the trainer On-going 3 days 2018 7 Lanjut Beach and Golf Resort Stewarding, HACCP and Food Safety On-going 2 days 2018 8 Lanjut Beach and Golf Resort Sales & Marketing Completed 2 days 2018 9 Lanjut Beach and Golf Resort Front Office Operations 2 days 2018 10 Lanjut Beach and Golf Resort Cost control Completed 2 days 2018 11 Belum Rainforest Resort, Pulau Banding Funamentals of Hotel Operations I for senior managers Completed 3 days 2017 12 Belum Rainforest Resort, Pulau Banding Sales & Marketing Completed 3 days 2017 13 Belum Rainforest Resort, Pulau Banding Food and Beverage Cost control Completed 2 days 2017 14 Seri Pacific Hotel, Kuala Lumpur Behaviour Attitude Skills and Knowledge for service staff Completed 2 days 2016 15 Palm Garden Hotel, Putrajaya Sales & Marketing Completed 3 days 2016 16 Eastin Penang Behaviour Attitude Skills and Knowledge for service staff Completed 2 days 2016 17 Classic Hotel, Kuantan Behaviour Attitude Skills and Knowledge for service staff Completed 2 days 2016 Conducted by Centia PLT - Training company by Lumira Hotels & Resorts International 2021 | ALL RIGHTS RESERVED 18

OUR PEOPLE 2021 | ALL RIGHTS RESERVED 19

MANAGING PARTNER – JUDE ALLEN Javed Abdullah @ Jude Allen’s (“Jude”) career spans more than 40 years, and he is highly regarded in the region’s hotel industry. His career in the hotel industry started with a humble beginning as a night auditor with Kuala Lumpur Hilton back in 1978. He was exposed to the various facets of the hotel operations from Food & Beverage to Computerization. In 1986, Jude won a scholarship to pursue a degree in Industrial Engineering at Texas Tech University, Lubbock, Texas. During his sojourn at Texas Tech, he wrote a technical paper entitled “Quality Control in the Hotel: The Housekeeping Department” which won him first place at Texas Tech. He later continued his education and attained a Masters in Business Administration (Finance). He made the Dean’s list in 1987 and was nominated for the National dean’s list by the Dean of Engineering. While at Hilton, Jude designed the Room Marketing Sensitivity Program Hilton Hotels and developed the initial Food and Beverage Cost Control Computer Programs for Hilton International. Jude went on to serve Hilton International as a specialist in many different areas within the hotel. His unique skills encompass many aspects of the hotel industry, comprehensively making him one of the most sought after hotelier within the industry. During his time with Hilton International, he was assigned various challenging projects in several Hilton hotels world-wide. He resigned from Hilton International in 1989 and left the hotel industry for a brief period. In 1992, he was head hunted by Radisson Asia Pacific to become their Director of Operations. In 1994, he was elevated to Chief Executive Officer of Radisson Hotels in Malaysia. In recognition of his vast experience and skills in the hotel industry, Jude was appointed Regional Director for Development and not long after was invited to the board as Executive Director of Radisson Hotels Pte Ltd, in Sydney, the organization that was responsible for Malaysia, Indonesia, Australia, New Zealand, Singapore and Vietnam. Jude’s skills envelop operations, finance, and development and he was instrumental in the proliferation of the Radisson brand in Malaysia and regionally. Following his stint with Radisson International, Jude then joined a local hotel company, Signforce Hospitality as its Chief Executive officer. 2021 | ALL RIGHTS RESERVED 20

MANAGING PARTNER – JUDE ALLEN Cont/- He initially took over the loss making Radisson Tanjung Rhu at Langkawi and turned the resort around to become one of the most successful resorts in Malaysia. Jude developed Tanjung Rhu Resort to be a well-known brand worldwide through selective channel association and presentation of the product. He also introduced and developed one of the most exclusive Spas in Malaysia at Tanjung Rhu Resort called the JivaRhu Spa. Signforce was then appointed by the owners of the then Travel lodge in Kuala Lumpur to improve the hotels performance. Jude re-positioned the hotel and improved the average room rate, occupancy and yield for the hotel in less than 18 months. His vast experience in pre-opening, organizing marketing and sales, evaluation of computerized systems, feasibility studies, hotel planning exercises, management audits, development of control systems, negotiation with property owners, and other areas within the hotel industry make him an invaluable asset. In 2010 Jude founded Lumira Hotels and Resorts International Sdn Bhd and Pacific Challenge Limited together with his talented partners. Lumira Hotels & Resorts International has been appointed for 5 greenfield hotel developments in Malaysia and overseas. He has also been a guest speaker at the Asian Food and Beverage Manager’s Meeting for Hilton International, Hilton International Operations Analyst Seminar and a Real Estate Seminar on Hotel opportunities in Malaysia. During the course of his career in the hotel industry, Jude has developed and conducted training programs and courses on various aspects on the hotel operations, namely, Marketing, Food and Beverage Systems, Operations Research in Hotels, Yield Management Techniques, Behavioural Models in Service Training, Blueprinting Service Delivery Systems, Hotel Development and Finance to senior executives and to operating staff at hotels and resorts. His programs draws elements from the 5th discipline by Peter Senge, and adult learning techniques to ensure participants are involved in the learning process. Jude is a renowned hotelier in Malaysia and is associated with many Chief Executives in the Malaysian corporate scene. In 2000, he also served as a member on the TourismTask force for Malaysia. 2021 | ALL RIGHTS RESERVED 21

PARTNER – IZ MELVIN Melvin immersed himself in the hospitality industry at the age of seventeen beginning as a line staff in the food and beverage department and with perseverance and determination climbed up the working ladder to become a general manager which eventually led to his prominent role in the industry with nearly 4 decades of experience to his name. Amongst his many other qualifications he has completed the Advance Management Program at Cornell University of New York, and have also undergone several professional development trainings programs from The University of Hawaii, The Hilton International Training program in Australia, the training programs under Regent Hotels, and The Radisson U in Australia. The list of training also includes various seminars and cross-exposure training in places such as Hong Kong andThailand. Currently a partner with the newly established Lumira Hotels & Resorts International, his experience includes being involved in several pre-openings both locally and internationally. In the years of his working career some of the accolades attained notably include the Radisson’s prestigious Presidents Award in 1996 and 1997, and during his term as general manager of Tanjung Rhu Resort Langkawi the TravelAsia award for the best of the best resorts in Langkawi and among his achievements was the ISO9002 certification for Tanjung Rhu Langkawi in a mere 8 months after applying for certification and implementing the required standards. 2021 | ALL RIGHTS RESERVED 22

PARTNER – IZ MELVIN Cont/- His leadership and prominence in the hospitality realm are highlighted by his previous role as president of the Langkawi Tourism Association for four consecutive years and was appointed a member to the Minimum Wage Council for Hospitality with the government representing the MalaysianAssociation of Hotels. The road of his work experience saw him making his way from hotels such as Hilton, Regent, Radisson, Tanjung Rhu Resort, Hotel Maya, to management companies such as Signforce Hospitality International and lastly Lumira Hotels & Resorts International Sdn Bhd. From this deep well of experience and knowledge, his strengths are portrayed in his ability to set standards, deal and speak on matters such as human resource, public relations, finance and operations. Having worked with International Brands indicates an apt understanding of not only working on an international scale but taking into consideration different cultural work ethics and modes of performance. Ultimately it is not only his experience of being able to set these standards but carry them through that makes him a valued professional in the hospitality industry and in the working environment of our modern society. 2021 | ALL RIGHTS RESERVED 23

PARTNER – RAZIF SHAH Razif Shah is trained as an economist having done his first Bachelor’s degree in Economics at the prestigious London School of Economics and Political Science in the United Kingdom graduating with honours in 1998. He later returned to the United Kingdom in late 2000 to pursue his Master’s degree in Business Administration at the well-respected University of Nottingham Business School. His initial working years post university were related to the media industry where he was involved in a start-up to set up and develop what is now known as TV9 television station which, through a later acquisition, is part of the major Malaysian media conglomerate, Media Prima Berhad. It was in this position that he was first exposed and then sharpened his skills in business development, finance and fund raising process. In 2002, post his Master’s degree, Razif entered the public sector as a Policy Analyst with the government regulatory body, Malaysian Communication & Multimedia Commission (MCMC). His areas of responsibility were media, content and industry development and served 2 ½ years in the Industry Development Division within the organisation. He gained invaluable experience especially in managing the diverse stakeholder and public policy discussions related to media and communications. Razif’s knowledge area and expertise has been in research, market feasibility, business assessment, industry and business benchmarking, financial modelling and corporate finance. He had honed these skills further by serving different roles and senior positions: ▪ In early 2004 he served as Manager for Corporate Planning at the Selangor State investment holding company, Kumpulan Darul Ehsan Berhad (KDEB), which held numerous strategic state investments into water treatment and distribution, property development, educational services and information technology; 2021 | ALL RIGHTS RESERVED 24

PARTNER – RAZIF SHAH Cont/- ▪ In mid-2006, he left KDEB to join as an Associate at the boutique advisory, strategy & consultancy company, Binafikir Sdn Bhd that is now part of Maybank Investment Bank after the investment bank acquired it; ▪ In mid-2008, he joined Signforce Sdn Bhd, a hospitality advisory and management company, as Head of Corporate Planning; leaving Signforce in 2010 as Chief Operating Officer – Corporate Planning. ▪ End of 2010, he joined as Partner at the boutique hotel advisory, consultancy & management company, Lumira Hotels & Resorts International Sdn Bhd (Lumira). ▪ Razif also serves as Director at the parent company for Lumira, Pacific Challenge Limited and is the vehicle for the provision of strategic advisory and consulting in the areas of strategy, mergers & acquisition and business funding for a cross section of industries. In the last 7 years in the hospitality industry, Razif had the opportunity to be involved in a number of interesting projects and clients: ▪ The strategy and modelling for the upgrade and refurbishment of the 5 StarTanjung Rhu Resort, Langkawi ▪ The strategy development and feasibility assessment for a 5 Star desert resort oasis in Salwa, Doha, Qatar. ▪ The tourism policy section and hospitality master plan for the East Coast Economic Region Development Council, Malaysia. ▪ The project feasibility study for Qatar’s sovereign fund, Qatari Diar in respect to their joint venture with KLCC Property on a lot around KLCC ▪ Hotel feasibility assessment for Qatari Diar’s proposed hotel investment in Chendering,Terengganu ▪ The proposed business transformation exercise for Felda Residences and Felda Travel, the hospitality investment arm of Felda. 2021 | ALL RIGHTS RESERVED 25

TECHNICAL DIRECTOR – ASRUL SARI Asrul Sari graduated from Universiti Teknologi Malaysia (UTM) with a Diploma in Architecture in 1999. He started his initial career as an officer in Golden Hope Development, Architectural Assistance at ITAAC Architect and as a Junior Designer at CAAS Design before he finally found his ideal position as an Architectural Assistant at ZD_R Sdn Bhd. Serving the firm for 3 years between 2000 and 2003; Asrul was involved in a number of developments e.g. The Zouk Club/ Velvet Underground, the Habib Residence in The Mines, Perbadanan Putrajaya Complex & the Putrajaya Diplomatic Enclave (now Natural History Museum) in Putrajaya. Asrul then progressed the next 5 years as a Senior Designer at Unit One Design Sdn Bhd. Here he was involved in a multitude of areas, i.e. Interior designing & fit out works e.g. 2 Hampshire on Persiaran Hampshire, Troika Show Unit, Capital Square show units, Andrew Residence Ampang Hilir, Yong Residence, Park House Singapore & The Maple Residence Common Lobby. In F&B & commercial works, Asrul was involved among others in the design of Alexis at BSC, Gudang Studio, The Gardens Midvalley; and in Architectural works he was in the Kids Villa, Maharani Residence, Leisure Farm and Yong Residence, Duta House, Kuala Lumpur. Asrul’s background and experience was a perfect fit into hospitality designing and the opportunity was then opened to him when he joined Signforce Hospitality as Technical Manager. For the next 2 ½ years, he was involved intimately in the design and development of a number of the firm’s projects e.g. the Salwa Resort, Qatar & Westbay Business Hotel, Doha, Qatar; and closer to home; the Tanjung Rhu Resort Refurbishment plan, Langkawi, Proposed Merang Resort, Terengganu, Proposed Business Class hotel for PNB, Kuala Lumpur & Proposed Folio Resort & Spa, Bagan Lalang. In 2010, the senior management of Signforce decided to set up a new hospitality outfit, Lumira Hotels & Resorts International and Asrul took the opportunity accorded to join the firm. He initially served as Technical Manager, rising swiftly to Technical Director, being his current position and is the primary person in the designing, planning and coordination for all of Lumira’s hospitality projects and directly reporting to the Managing Partner. Asrul has an excellent knowledge of efficient hotel design flows, hotel design standards and the preparation of the necessary hotel technical briefs. A natural visualiser, Asrul is able to conceptualise a hotel design intent to prospective clients and draw upon their ideas to create something unique. 2021 | ALL RIGHTS RESERVED 26

ASSOCIATE PARTNER – SERGIUS FLAVIAN Sergius Flavian has over 32 years experience in the areas of accounting, finance, audit and internal controls. He has extensive background in the entertainment and hospitality industry which he further honed his expertise in the area of Marketing and Sales as well as Business Development. Prior, he was the Chief Operating Office for Sales and Finance at Signforce Hospitality. Earlier on at Signforce, he also handled the European market for the company covering Sales and Marketing for the Tanjung Rhu Resort from its United Kingdom base. His years there also expended his contact and networks in cross section of industries and businesses. Previous to that, he was the primary person handling finance, sales and marketing and business development for a regional entertainment company; and instrumental in growing the business into a multi-million concern. Currently, Sergius has a number of business interests focusing on his core expertise. He lends Lumira Hotels & Resort International his extensive business network, banking relationships and advises the company and our clients in terms strategy, business, finance, and sales. A fellow of the Chartered Institute of Marketing and a certified chartered accountant. He has an EMBA from the London Business School. Sergius is an integral asset to the company. 2021 | ALL RIGHTS RESERVED 27

LUMIRA AS PROFESSIONAL HOTELIERS 2021 | ALL RIGHTS RESERVED 28

1. CONSULTING SERVICES ➢ Assessment & Evaluation of hotel operations ➢ Hotel turnaround services ➢ Food and beverage control and systems ➢ Developing Hotel concepts, ➢ Hotel Market research, ➢ Developing food and beverage restaurant and bar concepts ➢ Blueprinting standards, procedures and policies ➢ Developing Job profiles ➢ Developing and implementing control and reporting systems ➢ Financial feasibility studies ➢ Other consulting needs pertinent to the hotel industry 2021 | ALL RIGHTS RESERVED 29

2. HOTEL PLANNING & TECHNICAL ASSISTANCE ➢ Detailed area program and facility checklist ➢ Technical specifications for Architect, engineers and special systems requirements ➢ Evaluating layouts and space efficiencies ➢ Attending project meetings ➢ Provide layout sketches where applicable ➢ Audit engineering schematics 2021 | ALL RIGHTS RESERVED 30

3. HOTEL PRE-OPENING SERVICES ➢ establish a Pre-opening Budget for incorporation into the Total Project Costs; ➢ establish a staffing plan and recruit, employ, train and direct the staff for the Hotel; ➢ develop and implement a marketing plan and sales, promotion and publicity and public relations programs designed to attract guests to the Hotel on and after the Soft Opening Date; ➢ negotiate and enter into contracts; ➢ define the general organisation of the Hotel and establish and institute policies and procedures for the operation of the Hotel; ➢ purchase the Operating Supplies necessary for the proper opening of the Hotel (payment for which shall be made from the Hotel Account); 2021 | ALL RIGHTS RESERVED 31

HOTEL PRE-OPENING SERVICES CONTD. ➢ develop and implement all food and beverage concepts and entertainment policies for the Hotel's restaurants, lounges and banquet facilities including the design of all menus; ➢ establish management control procedures and accounting systems for the Hotel, including in particular computerised systems control procedures; ➢ assist in the organisation and start-up of the various departments of the Hotel; ➢ undertake insurable risk analysis and negotiation of the corresponding insurance policies; ➢ do all other things necessary for the proper opening of the Hotel including, but not limited to, arranging for suitable inaugural ceremonies in consultation with the Owner 2021 | ALL RIGHTS RESERVED 32

4. HOTEL MARKETING SERVICES ➢ Evaluating hotel product and value proposition ➢ Assessing competitive products ➢ Determining the target market segments and guest profiles ➢ Developing key marketing strategies – blend of digital and traditional ➢ Marketing planning systems ➢ Tactical plan and reporting ➢ Sales administration system 2021 | ALL RIGHTS RESERVED 33

5. HOTEL TRAINING ➢ Conduct Training needs assessment ➢ Develop training programs for different categories of staff ➢ Training modules include: ✓ Food and beverage service ✓ Housekeeping ✓ Accounting and control ✓ Human resources ✓ Front office and reservations ✓ Senior management development ✓ Sales and marketing ✓ Preventative maintenance 2021 | ALL RIGHTS RESERVED 34

6. HOTEL MANAGEMENT & OPERATIONS ➢ Systems, policies and procedures ➢ Marketing planning and implementation system ➢ Blueprinting the service-product and its delivery system ➢ Human resource development and training ➢ Strategic planning ➢ Comprehensive control and reporting systems ➢ Pool of corporate specialists as a resource base ➢ Operations and systems analysis ➢ Supervision and guidance ➢ Affiliations and market source 2021 | ALL RIGHTS RESERVED 35

HOTEL MANAGEMENT CONTD, - OUR ROLE AS MANAGEMENT Maximise Revenue •Market segment & channel strategy & development •Channel management •Manage & plan sales & marketing team & efforts to achieve set goals •Implement Revenue & yield management to optimise rates & occupancy •Public Relations Management •Monitoring & reports for Measurement Maximise Profit •Departmental cost control •Energy & Personnel cost review & controls •Procurement & inventory management •Overall cost optimisation without compromising set quality or service •Cash Flow Management •Financial Benchmarks Asset Preservation •Preventive Maintenance Programme •Regular Servicing •Management of 3rd Party maintenance contract •Continuous Landscape upkeep •Suggest & Plan refurbishment programmes •Aim to ensure preservation of the value of the property Human Capital Development •Selection process of right candidates •Development of job profiles for each position •Human Resource Development Strategy •Training Plans & skill development •Evaluating employee performance •Retention programmes & turnover remedies •Establishing pay structure & benefits Guest Expectation & Satisfaction •Setting benchmarks in service standards •Ensuring consistency in service through Quality Assurance programmes •Guest Listening Post (Comments & feedbacks) •Ease & convenience of reservation •Developing Returning Guest programmes •Ensures guest satisfaction index is maintained at a high level •Social Media engagement •Developing customer centric activities Systems, Controls & Administration •Day-to-day reporting •Management reports •Management control audits •Annual Business & financial plans •Assessment & evaluation of property •Developing Standard Operating Procedures •Accounting Audit •Mystery Guest Audit •Operational strategies 2021 | ALL RIGHTS RESERVED 36

2021 | ALL RIGHTS RESERVED 37 ASSESSMENT [PROPERTY/INDUSTRY] A. Facility & Product Product design and brief Product development Positioning Perception Served and new markets Distribution and channel design Pricing mechanisms Competitive sets Trends (micro and macro) C. Layout and specifications for physical product B. Food and beverage brief D. Strengths, Weaknesses, Opportunity and Threats on: Distribution Product Served and new markets E. Research and analysis 1. Micro 2. Macro Strategic issues 1. Identity 2. Distribution 3. Selling experience-based products 4. Perception 5. Lifetime value of guest (retention, referrals and reselling) Administration, systems and processes 1. Administration and organization analyses and realigned to be customer centric 2. Introduction of best practices 3. Blueprint and Business plans 4. Financial & Costs Management systems Training and development 1. Selection 2. Orientation 3. LIGHT Program for personal development 4. Systems and processes training Information systems 1. Communications 2. Database management 3. Accounting information systems 4. Website and web-based systems Service delivery system 1. Blueprinting service delivery systems in line with product market Marketing infrastructure 1. Product development process 2. Channel selection and alignment 3. Simple rate structure and administration 4. Collateral development 5. Sales training and development of sales tool kits 6. Relationship development with intermediaries and guests 7. Geographical segmentation 8. Internet and web-based tools for virtual presence and product accessibility Product development 1. Products based on experience and emotive benefits 2. New products 3. Mass customization opportunities 4. Guest engagement programs Asset preservation and enhancement 1. Property audits 2. Accommodation & public areas 3. General preventative maintenance system 4. Realigning facility 5. Energy conservation program 6. Monitoring processes for mechanical and electrical systems NEW COMPETITIVE SPACE [FACILITY & PRODUCT] THE FUTURE OF PROPERTY/INDUSTRY International class property Well defined and executed service delivery system Consistent product delivery An ISO 9002 certified property The ability to retain, resell and encourage referrals THE EMOTIVE ASPECT OF THE FACILITY & PRODUCT 1. Simple yet elegant 2. Unobtrusive 3. Business & Leisure/Activity based/ other emotive based developed product 4. Memorable 5. Pleasurable 6. Making guests and visitors significant PERCEPTION OF THE PROPERTY 1. Excellent and seamless service 2. Priced appropriately 3. Experienced based products 4. Attention to detail (tangible and intangible) 5. Excellent food and beverage 6. Well trained and groomed staff 7. Delivering exceptional value 8. Exceedingly and surprising expectations MARKETING & OPERATIONAL STRATEGIES THE SCORECARD Operation results Average Room Rate Occupancy % Efficiency Underpinning and preserving the asset value Guests satisfaction and retention Perception/perspective Relationships Operations Quality assurance Consistency Product development processes Systems and processes Learning & growth Development of talent Ability to respond to industry changes Employee retention Employee productivity Information systems BRIDGING THE VALUE GAP Building a strong reputation Ensuring product and service performance reliability Defining guests’ portfolio and developing products to meet this portfolio Distribution and channels Internal operating systems, process and service delivery Supply side Guest development and management Marketing infrastructure Asset management Effective and efficient use of resources CORE STRATEGIES ACHIEVEMENTS & MEASURES 7. LUMIRA CORE STRATEGIES & APPROACH

LUMIRA KEY ATTRIBUTES Professional Management ▪ Collective experience delivered through its Intellectual Property ▪ Skills & knowledge across a range of operational areas ▪ Standards & benchmarks developed based on set brand standards ▪ Management support from Corporate office ensuring continuity ▪ Agent incentivised based on bottom line performance Wealth of experience Financial & Analytical Creative & Innovative Systematic Operational Process Improvement Detailed Market Oriented 2021 | ALL RIGHTS RESERVED 38

LUMIRA ▪ We focus on the guest experience, the competitive environment, the serviced product offering and the blueprinting of the service delivery for each environment – such customisation is essential in meeting the challenges of the industry ▪ We work to BuildYour Brand Equity ▪ Small & dedicated and therefore nimble enough to adapt to a changing lifestyle environment ▪ Focus on quality and consistency to deliver the expected results ▪ Building the service delivery by placing the guest at the epicentre of our operations. ▪ Keep an eye on technology that democratises distribution & ease of property management and you ‘own’ it ▪ More and more Known Brands are focusing on ‘feebased’ franchising than actual operating experience. “One size fits all” ▪ Paying to BuildTheir Brand ▪ Large & impersonal – “Plug and Chug” ▪ Focus on numbers – compromise on medium and long term sustainability ▪ Managing the Brand, i.e. front loading the experience. Significant A & M effort to create awareness rather than designing channels to target markets. ▪ Do benefit from the scale in the use of their distribution & technology platform but you are ‘tied’ to it. 39 Our Strengths Other Known Brands Honesty Integrity Respect Fairness Responsibility LUMIRA’S CORE VALUES 2021 | ALL RIGHTS RESERVED

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