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June 2020 PAGE 0 Disclaimer This presentation is for informational - - PowerPoint PPT Presentation

November 2016 June 2020 PAGE 0 Disclaimer This presentation is for informational purposes only and does not constitute an offer to sell, a solicitation of any offer to buy, or a recommendation to purchase any securities of or any of its


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November 2016

June 2020

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PAGE 1 This presentation is for informational purposes only and does not constitute an offer to sell, a solicitation of any offer to buy, or a recommendation to purchase any securities of or any

  • f its affiliates (as such term is defined under the U.S. federal securities laws). The presentation shall not constitute a solicitation of a proxy, consent or authorization with respect to

any securities. This presentation shall also not constitute an offer to sell or the solicitation of an offer to buy any securities, nor shall there be any sale of securities in any jurisdictions in which such offer, solicitation or sale would be unlawful prior to registration or qualification under the securities laws of any such jurisdiction. No offering of securities shall be made except by means of a prospectus meeting the requirements of Section 10 of the Securities Act of 1933, as amended. Forward-Looking Statements The statements in this presentation that are not historical facts are “forward-looking statements” within the meaning of the safe harbor provisions of the United States Private Securities Litigation Reform Act of 1995. Forward-looking statements may be identified by the use of words such as “anticipate”, “believe”, “expect”, “estimate”, “project”, “budget”, “forecast”, “intend”, “plan”, “may”, “will”, “could”, “should”, “predicts”, “potential”, “continue”, and other similar expressions that predict or indicate future events or trends or that are not statements

  • f historical matters. Such forward-looking statements are based on current expectations, estimates and projections about the industry and markets in which Yatra operates. Yatra’s

beliefs and assumptions are made by its management and are not predictions or guarantees of actual performance. Accordingly, actual results and performance may materially differ from results or performance expressed or implied by the forward-looking statements. No representation is made as to the reasonableness of the assumptions made within or the accuracy or completeness of any forward-looking statements or other information contained herein. Factors that could cause future results and performance to differ from the forward- looking statements include but are not limited to: (1) Yatra’s history of operating losses; (2) competition in the Indian travel industry; (3) declines or disruptions in the Indian economy; (4) risks relating to any unforeseen liabilities of Yatra;(5) risks related Yatra's recent acquisition of a majority stake in Air Travel Bureau Limited ("ATB") and its ability to complete the acquisition of ATB's remaining outstanding shares; (6) future capital expenditures, expenses, revenues, earnings, synergies, economic performance, indebtedness, financial condition, losses and future prospects; businesses and management strategies and the expansion and growth of the operations of Yatra; (7) the limited liquidity and trading of Yatra’s securities; (8) changes in applicable laws or regulations; (9) the possibility that Yatra may be adversely affected by other economic, business, and/or competitive factors; and (10) other risks and uncertainties indicated from time to time in Yatra’s filings with the Securities and Exchange Commission (the “SEC”). Yatra cautions that the foregoing list of factors is not exclusive. Additional information concerning these and other risk factors is contained in Yatra’s most recent filings with the SEC. All subsequent written and oral forward looking statements or other matters are expressly qualified in their entirety by the cautionary statements above. Yatra cautions readers not to place undue reliance upon forward looking statements, which speak only as of the date made. Yatra undertakes no obligation to update or revise any forward-looking statements, whether as a result of new information, future events or otherwise, except as required by law. Non-IFRS Financial Measures In addition to the IFRS financial measures, this presentation includes certain non-IFRS financial measures, including Adjusted Revenue, Adjusted EBITDA (Loss), Net Revenue Margin and Gross Bookings. The non-IFRS measures have limitations as analytical tools and you should not consider them in isolation or as a substitute for an analysis of our results under IFRS as issued by the IAB. The Company considers these non-IFRS financial measures to be important because they provide useful measures of the operating performance of the Company, exclusive of unusual events or factors that do not directly affect what we consider to be our core operating performance, and are used by the Company's management for that purpose. All non-IFRS financial measures are reconciled to their directly comparable IFRS financial measures. These reconciliations are presented in the Appendix at the end

  • f this presentation.

Industry and Market Data Industry and market data used in this presentation have been obtained from industry publications and sources as well as from research reports prepared for other purposes. While Yatra believes such information to be reliable, it has not independently verified the data obtained from these sources. Other All years are calendar years unless otherwise noted as “fiscal year” or “FY”.

Disclaimer

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q Yatra is one of the most well recognized “home-grown” Indian Internet brands and the largest Corporate Travel Services provider in India. q Yatra remains well-positioned to benefit from India’s massive and growing travel market that is quickly moving online q We have a differentiated go-to-market strategy providing an attractive method for end-user acquisition across India’s most frequent and highest spending travelers ‒ For consumers, our company is synonymous with online travel, serving both leisure and business travelers ‒ Our B2E business is India’s largest corporate travel platform q Focus on the bottom line in a challenging market environment driven by cost optimization, disciplined marketing spend, execution ‒ Adjusted EBITDA of $2.9 mn grew 233% in Q3FY20 over Q3FY191

Key Highlights

  • 1. Adjusted Revenue as per unaudited results
  • 2. Refer to Appendix for definitions and reconciliations of non-IFRS measures
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10.7mn

cumulative customers4

231mn

Visits5

~103k

hotels in ~1,400 cities6

72%

  • f transactions

from repeat customers5

82%

  • f traffic

from mobile

800+

large corporate customers8

Yatra – A Comprehensive Online Travel Platform

Gross Bookings2 (INR billion) Adjusted Revenue 2,3 (INR million)

49.3 57.6 79.2 97.6 71.5 62.2 9.6 10.4 13.4 13.5 10.4 6.6 FY16 FY17 FY18 FY19 9MFY19 9MFY20 2,877 3,657 5,013 5,708 4,076 3,198 1,061 1,147 1,697 1,880 1,439 615 270 399 697 1,323 952 1,001 4,208 5,203 7,408 8,911 6,468 4,815 FY16 FY17 FY18 FY19 9MFY19 9MFY20 68.0 58.9 CAGR 24% CAGR 28% Hotels Air Others (Inc. Other Income) Hotels Air

We are one of the largest B2C OTAs and the leader in corporate travel1 in India

  • 1. Management estimates
  • 2. Numbers for FY18 Include ATB performance for 8 months
  • 3. FY numbers are as per audited results;
  • 4. Cumulative as of Dec 31, 2019; does not include data for B2B2C businesses
  • 5. Data for 12 months ended December 31, 2019 for flagship brand Yatra.com only and excludes data from B2E and B2B2C businesses
  • 6. As of December 31, 2019
  • 7. Approximate count as of Dec 31, 2019 and includes corporate customers of ATB

92.5 111.2 81.9 68.7

Decline by* 16% YoY Decline by* 26% YoY

*Business under constraints of now terminated Merger Agreement

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Our Differentiated Go-To-Market Strategy

Focus on the “right demographics”

  • the business traveler, India’s main

consuming class Leverage our brand and business footprint to grow our B2C business Leverage our platform to profitably gain scale and address tier 2 and tier 3 markets

2 1 3

B2E B2B2C B2C

While other Indian OTAs focus mainly on the B2C segment, we deliver a full suite of leisure and corporate offering that enables us to target travelers holistically

The Platform

~$19Bn

Consumer travel industry market1

~$32Bn

Corporate travel industry market4

~62%

Offline consumer travel market7

800+

Corporate Clients6

~26,000agents in 720+ cities8 ~10.7mn

Customers3

~38%

Online consumer penetration for hotels and air2

<5%

Online penetrations for corporate travel5

1. Research done by Strategy& for the company- Market in 2017 2. Phocuswright; Online Travel in India: 10th Edition (2017); online refers to online leisure / unmanaged business travel in India consumer market 3. Cumulative as of Mar 31, 2019; does not include data for B2B2C businesses 4. Research done by Strategy& for the company- Market in 2017 5. Management estimates for India online penetrations for corporate travel 6. Approximate count as of Dec 31, 2019 and includes ATB 7. Phocuswright Offline Market percentage for Air & Hotels for 2017E in India consumer market 8. Approximate count as of Dec 31, 2019

~32,000

SME8

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Our Opportunity

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Macro-economic Indicators – A Tailwind

Source: 1. Phocuswright, International Monetary Fund, World Economic Outlook Database, October 2017 2. Ministry of Statistics and Program Implementation, March 2015 3. Financial Review and Statista

Improved Urbanisation leading to a more inclusive and aspirational consumer class3

1610 3277 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024

Rising GDP/Capita (shown In USD) making affordability a reality 3 7.6% 6.2% 2.0% 1.7% 1.6% India China U.S. Brazil Russia

30% 30% 31% 31% 31% 32% 32% 32% 33% 33% 34% 42% 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2035 5 3 5 14 63 284 1,168 35 19 31 86 403 1,742 8,832

  • 1,000

2,000 3,000 4,000 5,000 6,000 7,000 8,000 9,000 10,000

  • 200

400 600 800 1,000 1,200 1,400 1970 1980 1990 2000 2010 2020E 2030E Middle class populaiton (Mn) Middle class total. Consumption (USD bn)

Massive Middle Class Population2 to propel the future growth

Gen Y , 34% Gen Z, 32% Others , 34%

Driven by consumption patterns of Gen Z and Gen Y population (born after 1980s)

India’s GDP growth is expected to lead other economies1

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The Growing Digital Wave…

Source: 1. Internet World Stats 2. Wikipedia, Newzoo's Global Mobile Market Report and Business Standard 3. Your Story and data from RBI

829 560 293 149 143 119 120 110 94 88 58% 41% 89% 70% 53% 94% 59% 76% 56% 67% 100 200 300 400 500 600 700 800 900 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% C h i n a I n d i a U S A B r a z i l I n d

  • n

e s i a J a p a n N i g e r i a R u s s i a B a n g l a d e s h M e x i c

  • Internet users

Internet penetration

Global Internet Users (in Mn) By 2022, Smartphone users are expected to rise to 860 Mn at a CAGR of 13%

783 375 252 87 72 70 26 92 26 60 55% 28% 77% 41% 27% 55% 13% 64% 16% 46% 100 200 300 400 500 600 700 800 900 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% C h i n a I n d i a U S A B r a z i l I n d

  • n

e s i a J a p a n N i g e r i a R u s s i a B a n g l a d e s h M e x i c

  • Smartphone Users

Penetration % 5,999 6,707 7,805 9,247 10,962 11,945 399 512 619 792 1,094 1,413 FY13 FY14 FY15 FY16 FY17 FY18 Dr card (Mn) Cr card (Mn)

Growth in Transaction Volumes in Debit/ Credit cards, especially since Demonetisation in Dec 2016

331 394 553 662 855 861 931 20 19 21 25 30 37 45 FY13 FY14 FY15 FY16 FY17 FY18 FY19 Dr card (Mn) Cr card (Mn)

Recent Increase in the Debit and Credit Card circulation

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Source: BCG report dated February 2019

India’s Consumption Story: Domestic consumption expected to jump 3x by 2028

54.6 184.6 540.9 56.80% 59.30% 62% 51.40% 50.10% 50.60% 100 200 300 400 500 600 0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00% 2008 2018 2028 India GDP (INR tn) Consumption as a % of GDP World avg. for consumption as a % of GDP

Steady Double Digit Growth in Consumption as a % of GDP Projected Consumption Expenditure INR 31 tn INR 110 tn INR 335 tn 2028 2018 2008 3.5 times 3 times Key Trends projected in Indian Consumption Story Rising incomes and the expansion of the middle class and high-income segments will reshape future consumption Consumption growth to be all inclusive driven by both Urban and Rural populace. Liberalization’s children – India’s Millennials and Generation Z to become major consumption pools with increased spending. Connected India, with more than 1 billion internet users, will have significantly more informed consumers who will demand greater transparency from brands

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The “Big Picture” – Still Early Days

China India

GDP per capita (USD) 2019 $10,0981 2019 $2,1711 Organized retail penetration 2018 20%2 2019 12.0%3 Online shoppers 2019 610m5 2019 120m6 Spend per online buyer (USD) 2017 $1,8362 2017 $2246 Internet penetration 2019 63%2 2019 41%3 Smartphone penetration 2018 55%2 2018 28%6

  • 1. Source: World Bank Estimated
  • 2. Source: CARE ratings and Internet World Stats
  • 3. Source: CARE ratings and Internet World Stats
  • 4. Source: BCG report dated February 2019
  • 5. Source: Chinadaily
  • 6. Source: Internet World Stats , IBEF
  • 7. Source: E Marketer, February and April 2017
  • 8. Source: Pew Research Centre. Represents % of adults who report owning a smartphone
  • 9. Source: FactSet and company filings

Revenues9 GDP per capita1

43% Revenue CAGR:

2 4 6 8 10 12 – 1,000 2,000 3,000 4,000 5,000 6,000 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 Trip.com revenue (USD$ Millions) China GDP per capita (USD '000)

IPO

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Overall travel market in India estimated at ~INR 4,400 Bn (~$62Bn) in FY’19 Growing at a 14% CAGR Pre-COVID

47% 48% 50% 51% 53% 23% 22% 22% 22% 21% 14% 13% 12% 11% 10% 14% 14% 14% 14% 14% 2% 2% 2% 2% 2% 2017 2018 2019 2021 2022 Others Cab Rail Hotels Air

60- 65% 57- 61% 35- 40% 39- 43%

2017 2022

Corporate Leisure

India Travel Market – By Gross Bookings (INR billion)1 Split by Customer Segment (%)1 3,390 ($51Bn) 3,860 4,400 5,030 5,760 ($85 bn)

Category CAGR

18% 12% 5% 14% 12% CAGR 14%

  • Infrastructure development: Govt. is planning to add 100 new airports by 2040.
  • Economic growth: India’s longer-term projected 7-8% GDP growth to improve per capita & disposable income
  • Favorable demographics: Urban middle class, with growing wealth & increasing travel needs to reach 450 Mn mark by 2030
  • Policy initiatives: E-Visa scheme to expand from 43 to 150 countries
  • Price-competitive destination: India remains an affordable tourism destination and its relevance as a business travel

destination is increasing Key Drivers

1) Source: Research done by Strategy& for the company

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Increase in Capacity and Airport Infrastructure to fuel Air Passenger Traffic Growth

Indian Aircrafts fleet expected to rise to 1200 by 2027 based on the existing orders.

Source: 1. Avalon research "India, a 21st Century Powerhouse”, India Today and Business Today 2. Data from various news announcements 3. ”Vision 2040 “ report by FICCI-KPMG

849 551 154 152 140 124 117 110 108 96 U S A C h i n a I r e l a n d U K I n d i a J a p a n G e r m a n y I n d

  • n

e s i a T u r k e y B r a z i l

At 140 million Passengers India is ranked 5th Globally India’s air passenger traffic expected to grow 6x by 2040.

230 136 100 49 25 22 23 20 255 5 100 144 62 17 2 Indigo Air India Spice Jet Go Air Air India Express Vistara Air Asia Alliance Air

Current: 605:On Order: 585+

122 163 212 268 327 393 459 526 595 665 739 821 65 79 94 112 130 150 171 194 218244 271 303 2 1 8 2 2 2 2 2 2 2 4 2 2 6 2 2 8 2 3 2 3 2 2 3 4 2 3 6 2 3 8 2 4 Domestic International

Airports expected to double in number over the longer term based on Government of India ‘Vision 2040”

34 70 99 200 2018 2040 # operational airports # international airports

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Consumer Market shifting towards online with OTA share growing the fastest

1) Phocuswright; Online Travel in India: 10th Edition (2017)

Offline 61% Online 39% 55% Offline 45% Online

2017 2021

Consumer Travel Market – Online v/s Offline1 6% 21% 21% 18% 23% 61% 55% 2017 2021 Offline OTA Supplier Direct

  • Online

Market split by Channel1 16% 9% CAGR %

17% 19% 5% 5% 51% 56% 3% 4% 32% 34% 18% 27% 1% 2% 0% 0% 51% 47% 77% 67% 48% 43% 97% 96%

2017 2021 2017 2021 2017 2021 2017 2021

Offline OTA Supplier Direct - Online

Market split by Channel and Product1 Air Hotels Rail Car Rental

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Corporate travel market in India is ~INR 2,150 Bn (~$32Bn) growing at 12% CAGR

2,150 2,360 2,690 3,050 3,430 2017 2018 2019 2020 2021 >10% 50- 60% 25- 35% 5- 10% 2017 Others Hotels Air India Corp Travel Market Gross Bookings (INR billion)1 Market split by product1 5-12% 4-6% Margin % CAGR:12%

  • GDP growth: IMF projected ~7% growth rate in GDP, implying higher business activity, and related travel
  • GST implementation: ~10mil companies in India with registered GSTIN - greater scope for organized TMCs
  • Growth in MICE: High margin (~20%) & high demand frequency; expected growth in off-sites, dealer meets

Demand side

  • Growth in leisure travel at corporate rates: <5% market but personal attach rate driven by millennials
  • Growing demand for duty of care: TMCs such as Amex & CWT offer medical support and online tracking

New Products

  • Improved hotel supply for corporates: Increase in number of chain hotels and some OTT players such as

Treebo focusing on the corporate market have organized hotel supply

  • Improved connectivity: 22% more airport pairs to operate in 2018; ~200 new railway lines in progress

Supply side ($32Bn) ($51Bn)

1) Source: Research done by Strategy& for the company

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Highly fragmented market shifting towards online &

  • rganized segment – Top 13k companies account for 28% of volume

Corporate Travel Market – Type of Player (%)

  • Market is highly fragmented; ~70% of travel spend is from companies with < INR 10mil spend
  • Within companies with travel spend of > INR 10 mil, IT has 28% share followed by Engineering & Pharma
  • ~1,900 companies across these eight industries account for ~70% share
  • IT, BPO/ITeS, & Pharma industries have higher travel spend as % of revenue (between 2-3%)
  • Direct bookings are primarily for air travel (SMEs) & hotel bookings (SMEs and corporates)
  • Yatra has the largest share amongst the organized players

Small Travel Agents, 60% Supplier Direct, 30% Large TMCs, 10%

2017

Major Players 4% 5% 6% 8% 9% Corporate Travel Market – Travel Spend >INR 10 mil1 1% ~INR 2,150 Bn ($32Bn) 2% 2017

69%

1% 28%

Highly fragmented market <10 mil Rest of the market 10-30 mil 30-50 mil >50 mil

Travel Spend (in INR) ~INR 650 Bn ($9.5Bn) 32% 4% 2017 3% 28% Energy - 0.2% IT – 3.0% BPO/ITeS – 3.5% Telecom – 0.6% Finance - 0.4% Others – 0.6% Auto - 0.6% Engineering – 1.1% Pharma – 1.9% Industry – Travel spend % of revenue

1) Source: Research done by Strategy& for the company

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~ 1 . 9 x

19 37 46 2017E 2017 2019E

A market opportunity that is ~1.7x larger than the leisure market, is the world’s fastest growing and enables us to serve the most attractive consumers

The Corporate Traveler Market – Our Perspective

CAGR 11.5%

12% 8% 8% 7% 6% 6% 5% 5% 5% 5% 5% 4% 3% 3% 3%

I n d i a C h i n a C a n a d a G e r m a n y S p a i n N e t h e r l a n d s F r a n c e S . K

  • r

e a I t a l y A u s t r a l i a R u s s i a B r a z i l U S A J a p a n U K

Global Average 5% Top 15 Average 6%

1. Strategy& analysis 2. KPMG & FCM Travel Report accessed from Travelbizmonitor.com 3. Urban population estimate of 420 million per Internet and Mobile Association of India (IAMI). Socio-economic classification (SEC) breakdown per the Market Research Society of India. Distribution of SEC A1-E segments per MRSI applied to IAMI estimate of 420 million users to arrive to socio-economic segment size. Approximations based on Income not directly correlated to socio segmentation hence proxies of income distribution used to estimate the approximate avg. income.

Socio-economic Segment and Size (mm) Annual Income

A1 $30,000–35,000 $4,000–5,000 $3,000–3,500 $2,500–3,000 $2,000–2,500 $1,500–2,000 $1,000–1,500 >$1,000 $10,000–15,000 A2 A3 B1 B2 C1 C2 D E 5 21 32 36 43 54 49 108 72

India’s Corporate Travel Industry ($ billion)1 Growth Rate of Top 15 Corporate Travel Markets (2016-2020)2 India’s Urban Population by Income Class3

Consumer Corporate

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Yatra Business Overview

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Our Differentiated Approach – A Common Platform Seamlessly Linking All Channels, Products, and Customers

Complete

  • fferings

Air

7 Domestic carriers 400+ International carriers

Hotels & Lodging ~1,03,000 Indian

properties plus growing homestays

Holiday packages Rail, bus, activities,

  • thers

Multi-channel customer access

Direct-to-consumer “B2C”

~231m visits1 ; ~10.7m customers2

Corporate travelers “B2E”

Corporate customers have ~4.7m employees3

Travel agents “B2B2C”

~26,000 registered agents across India4

  • 1. Data for the 12months ended Dec 31, 2019 for flagship brand Yatra.com only and excludes data from B2E and B2B2C businesses
  • 2. Cumulative as of Dec 31, 2019; does not include data for B2B2C businesses
  • 3. Approximate count as of Dec 31, 2019 and includes the employees of corporate customers of ATB
  • 4. Approximate count as of Dec 31, 2019

Rewards program connecting business and leisure travelers

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Our foundation is built on customers’ trust and loyalty

We Are One of The Leading Consumer Brands in India

  • 1. Awarded by The Economic Times for the year 2015 and 2016
  • 2. For flagship brand Yatra.com only
  • 3. YOY Growth in transacting customer base from FY18 to FY19 and does not include data for B2B2C businesses
  • 4. Approximate cumulative customers as on Dec 31, 2019 and does not include data for B2B2C businesses

National Tourism Award 4 times Most Trusted Travel Brand 2 times1

  • Strong and improving direct and organic

I traffic dynamics – up to from 86% in

FY18 to 92% in FY19

  • Strong overall traffic growth – total visits l

306mn in FY19 ( increase by 8% as

compared to FY18)

  • Overall customer growth3 10% –

10.7mm cumulative customers (9.7 mn

customers in FY19)4

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Innovation – A Comprehensive Mobile and Web Offering

Only travel app in India with voice enabled flight search and book process

A suite of offerings across Mobile & Desktop platforms

(Google Assistant)

“Travel Talk” – Share Personal experiences “YUVA” – Voice & text AI

  • customers can book on

the go

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We are Delivering a “Mobile-First” Experience!1

Our common technology platform supports a user-friendly, multi-app environment

  • 1. Relates to B2C
  • 2. Includes Yatra main app
  • 3. Data for flagship brand Yatra.com only
  • 4. % of Online Bookings for flagship brand Yatra.com only and excludes data from B2E and B2B2C businesses

Yatra’s native app downloads (million)2 Traffic Mix – PC vs. mobile3 47% Air bookings and 47% Hotel bookings made using Mobile5

0.6 1.4 2.0 3.3 4.3 5.4 6.1 6.9 7.6 8.8 9.7 10.6 12.7 14.1 15.3 16.1 16.9 17.5 17.9 18.6 19.4 20.0

Jun-14 Sep-14 Dec-14 Mar-15 Jun-15 Sep-15 Dec-15 Mar-16 Jun-16 Sep-16 Dec-16 Mar-17 Jun-17 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Sep-19 Dec-19 Mar-20

42% 83% 58% 17%

Jun-15 Aug-15 Oct-15 Dec-15 Feb-16 Apr-16 Jun-16 Aug-16 Oct-16 Dec-16 Feb-17 Apr-17 Jun-17 Aug-17 Oct-17 Dec-17 Feb-18 Apr-18 Jun-18 Aug-18 Oct-18 Dec-18 Feb-19 Apr-19 Jun-19 Aug-19 Oct-19 Dec-19 Feb-20

Mobile Desktop

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We believe Yatra has India’s largest hotel inventory, especially in the key “budget” category in Tier 2 and Tier 3 cities

  • 1. Management estimates, as of Dec 31, 2019
  • 2. Management estimates from company websites, press articles, and filings
  • 3. Includes ~14,000 homestay accommodations

3.5k 26.9k 72.2k Yatra's budget hotels Yatra's mid-segment hotels Yatra's premium hotels Competition ~55k hotels2

l Target segment: Focus on Tier 2 and Tier 3 cities l Marketing: Avoid creating “artificial” demand through

discounting; building supply that better matches consumer price points

l Marketplace strategy: Rolling out a marketplace in Hotels

& Packages to leverage Yatra’s extensive network

l Investment in on-the-ground presence and a dedicated

technology platform to support suppliers

l Demand: Growth from cross selling to customers, deeper

penetration in the B2E segment

Largest penetration in “budget” category 103k+ hotels

Choice – We Have a Differentiated Strategy in Hotels

Yatra’s 103k+ units by market segment1,2,3 Key elements of Yatra’s hotel strategy

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Yatra for Business – Largest Corporate Travel Platform in India

l 4.5mm people employed by organizations – supporting household of ~17mm travelers3 l Using eCash to drive cross sell l Largest player in the country l Over 800+ large corporate customers1 l Approx. 35,000 SME customers as on 31 December 2019 l Comprehensive Self Book Platform available across devices. l Integrates seamlessly into ERP/ HRIS systems of customers l Manages complex approval processes and ensures tight policy compliance l Opportunity to manage customers’ hotel and lodging programs l Opportunity to provide expense management solutions l Other services like insurance, car rental, forex, travel visas etc. l Over 13,000 large corporations l Over 100,000 SMEs l 60%+ of India’s travel spend

Large Market Opportunity Cross Sell – ‘Bleisure’ Multiple Revenue Opportunities Differentiated Offering Market Leader

  • 1. Approximate count as of Mar 31,2019 and includes corporate customers of ATB
  • 2. Approximate count as of Mar 31, 2019
  • 3. Assumes a family size of 4; 4.2 mm people employed by corporate customers of Yatra and ATB as of March 31, 2019
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B2B2C – Building an O2O Platform

As the largest Omni channel travel company in India with an agent base of 24,000+ covering 500+ cities and towns across India, we are uniquely positioned to capitalize on the O2O market opportunity

  • 1. Approximate shopper visits as of March 2019 2. According to management estimates 3. Press articles

83 percent of Indians and 90 percent in smaller towns -- prefer cash as a method of payment3 Helps connect customers with agents in their neighborhood

Connecting Non-online Buyers to 20,000+ Local Agents 2.0% to 5.0% Online Buyers2 ~25mil Online Shoppers

  • n Yatra/Month1
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The Path Forward – Investing in Sustainable Growth

Category 4

l Expand SME footprint l Scale up expense management

solution

Loyalty

l Multi tier Loyalty Program § Continue to drive eCash adoption and

use cases e.g. Partnership with Ola

§ Expand platinum customer base

Yatra for Business

l Further strengthen brand,

especially in Tier 2,Tier 3 cities

l Promote ‘Yatra for Business’

brand

l Drive high quality app downloads

Brand Technology

l Voice enabled booking l AI based tools for customer

service

l Corporate self booking platform l Employee transport management

app

Sustainable Growth

Y4B

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Name and title Background Years in travel industry Dhruv Shringi Co-Founder and CEO

l Experience: Ebookers.com, Ford Motors,

Arthur Anderson

l Education: MBA - INSEAD, Chartered Accountant

17 Manish Amin Co-Founder & CIO and CTO

l Experience: Ebookers.com l Education: Btech National and Business Management –

South Thames College, London 32 Sabina Chopra Co- founder and COO – B2E

l Experience: Ebookers.com, Aviva Plc, Hewitt, Wyn.D, l Education: BA (Hons) Delhi University

17 Akash Poddar COO – B2B2C

l Experience: Travel Boutique Online, Triburg Sportswear,

Indorama Synthetics

l Education: MBA - Thunderbird School of Management

13 Anuj Sethi Financial Controller

l Experience: CWT, IndTravels, AirFreight l Education: Cost and Works Accountant and B.com from

Punjab University 15 Manish Hemrajani Head IR & Corp Dev

l Experience: CIBC/Oppenheimer, Deloitte, TCS l Education: MBA – Stern School of Business, NYU

10

Shared Experience Travel Industry Online Product Internet Technologies Operational Discipline Public Company Experience

Our Team – A Track Record of Innovation

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SLIDE 27

Yatra Financial Overview

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PAGE 27

q Over the last 18 months, we have undertaken significant cost cuts to improve efficiency and attain profitability. q Initiatives such as headcount rationalization, reduction in customer promotions have further helped lower the business cost structure. q As a result, Adj. EBITDA improved from negative $3.0 mn in quarter ended June 19 to positive $2.9 mn in quarter ended Dec 19. Our Dec-19 quarterly results translate to an annualized run rate of US$88.9 mn in Adj. Revenue and $11.5 mn in Adj. EBITDA or 12.9%

  • Adj. EBITDA Margin.

FY20 Highlights

$24.8 $21.5 $22.2 ($3.0) ($0.8) $2.9

  • 5

5 10 15 20 25 30 Jun-19 Sep-19 Dec-19

  • Adj. Revenue/Adj. EBITDA in US$mn
  • Adj. Revenue
  • Adj. EBITDA

ROE: 1 US$ = INR 75.58

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Air Bookings Business Overview

3,657 5,013 5,708 4,076 3,198 1,448 1,022 FY17 FY18 FY19 9MFY19 9MFY20 Q3FY19 Q3FY20 57,562 79,156 97,638 71,523 62,187 23,190 19,043 FY17 FY18 FY19 9MFY19 9MFY20 Q3FY19 Q3FY20 6,869 8,875 10,163 7,524 6,348 2,487 2,047 FY17 FY18 FY19 9MFY19 9MFY20 Q3FY19 Q3FY20 (18%) CAGR 30% CAGR 22% CAGR 25%

Gross Bookings1 (INR million) Air Passengers Booked1 (‘000s) Adjusted Revenue1 (INR million)

(13%) (18%) (16%) (22%) (29%)

1. Quarterly numbers for Adjusted Revenue and adjusted EBITDA are as per unaudited results; FY numbers for Adjusted Revenue and Adjusted EBITDA are as per audited results; Refer to Appendix for definitions and reconciliations of non-IFRS measures; Numbers for FY18 include ATB performance for 8 months; Q3FY19, Q4FY20, 9MFY19 and 9MFY20 performance include ATB performance for 3 and 9 months respectively.

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PAGE 29 1,147 1,697 1,880 1,439 615 483 214 FY17 FY18 FY19 9MFY19 9MFY20 Q3FY19 Q3FY20 10,436 13,386 13,511 10,426 6,466 3,210 2,059 FY17 FY18 FY19 9MFY19 9MFY20 Q3FY19 Q3FY20 1,383 2,098 2,341 1,756 962 600 300 FY17 FY18 FY19 9MFY19 9MFY20 Q3FY19 Q3FY20 (56%) (36%) (50%) CAGR 14% CAGR 30% CAGR 28%

Hotels and Packages Business Overview

Gross Bookings1 (INR million) Room Nights Booked1 (‘000s) Adjusted Revenue 1 (INR million)

(38%) (45%) (57%)

1. Quarterly numbers for Adjusted Revenue and adjusted EBITDA are as per unaudited results; FY numbers for Adjusted Revenue and Adjusted EBITDA are as per audited results; Refer to Appendix for definitions and reconciliations of non-IFRS measures; Numbers for FY18 include ATB performance for 8 months; Q3FY19, Q4FY20, 9MFY19 and 9MFY20 performance include ATB performance for 3 and 9 months respectively.

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PAGE 30

  • 1. Refer to Appendix for definitions and reconciliations of non-IFRS measures
  • 2. Net revenue Margin and Adjusted Revenue are as per unaudited results for quarterly numbers and as per audited results for FY numbers; Numbers for FY18 include ATB performance for 8 months; Q3FY19 and

Q3FY20 include ATB performance for 3 months

  • 3. Net Revenue Margin refers to Adjusted Revenue divided by Gross Bookings
  • 4. This excludes the effect of Gross Bookings and Adjusted Revenue associated with others segment
  • 5. Q3FY20 mix of Adjusted Revenue

6.4% 6.3% 5.8% FY17 FY18 FY19

Change in Business mix

9MFY19 9MFY20 Q3FY19 Q3FY20

11.0% 12.7% 13.9% FY17 FY18 FY19 7.6% 7.9% 7.8% FY17 FY18 FY19 9MFY19 9MFY20 Q3FY19 Q3FY20 6.7% 5.6%

9MFY19 9MFY20 Q3FY19 Q3FY20

Q3FY20 Mix1,2,5 Total Net Revenue Margin1,2,3,4 Air Ticketing Net Revenue Margin1,2,3

Our take rate is driven by overall business mix and industry trends

Hotels and Packages Net Revenue Margin1,2,3

Others 8% Hotels & Packages 25% Air Ticketing 68% 64% 13% 22%

5.1% 5.4% 15.1% 10.4%

Air H&P Others

Change in Business mix and Jet Airways bankruptcy Change in Business mix and Jet Airways bankruptcy

Track record of Healthy Take Rates

5.7% 6.2% 13.8%

9.5%

7.3% 5.9%

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Change in business mix and marketing efficiency driving operating leverage

  • 1. 3 and 9 months numbers are as per unaudited results and include ATB performance
  • 2. Excludes one time expenses in relation to Re-measurement of contingent consideration
  • 3. Includes Customer promotional expenses
  • 4. Excludes Employee share based compensation expenses

26% 27% 32% 29% 48% 27% 50% 28% 10% 11% 11% 13% 24% 22% 32% 32% Q3 FY19 Q3 FY20 9MFY19 9MFY20 Major operating expenses1 (INR Million, % of Adjusted Revenue)

Adjusted EBITDA (Loss)/Profit – INR Million Adjusted EBITDA Margin Personnel Expenses4 Marketing and consumer promotion3 Payment Gateway2

(154) 205 (7%) 13%

Improvement: 20% Improvement: 233% Q3-FY19 vs Q3-FY20

(795) (59) (12%) (1%)

Improvement: 11% Improvement: 93% 9MFY19 vs 9MFY20 Other Operating expenses

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PAGE 32

Yatra Measures Taken Post COVID-19

Implemented work from home policies since March 23rd. Enhanced our automation capabilities to largely automate re- scheduling and cancellation of bookings. Optimized the cost side to better align with operations and minimize cash usage. Providing customers with flexible conditions to defer/cancel their travel plans.

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Liquidity Profile

$2.8M $7.6M $34.8M $8.3M

1

Total Available Liquidity Restricted Cash Receivables Financing

Personnel IT Expense Rent & Utilities Legal & Professional Outsourcing Others

Fixed Cost Components

As of June 26th, 2020, our total available liquidity was approximately US$43.1M, including unutilized Credit facility of US$8.3M but excluding restricted cash of US$7.6M. Our fixed costs are currently approximately US$1.2M per month.

We believe we have adequate liquidity to weather any adverse environment for an extended period of time.

ROE: 1 US$ = INR 75.58

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PAGE 34

ü ü ü

Proven Track Record of Execution Widely Recognized Indian Consumer Brand

Economic Times Brand Equity’s Most Trusted Brand2

Targeting a Massive and Rapidly Growing Market

  • 1. Comparison of FY18 and FY19 Adjusted Revenue
  • 2. The Economic Times Brand Equity’s Most Trusted Brand Survey 2016
  • 3. According to management estimates

In Conclusion

India’s Leading Multi- Channel OTA

Addressing Highly Desirable Customer Base

Market-Leading3 Corporate Travel Provider

Corporate Travel Represents A ~2x Larger Opportunity Than The Consumer Market3

ü ü

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Appendix

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The historical financial information regarding Yatra included in this investor presentation reflects Yatra’s fiscal year end of March 31, and has been derived from audited financial statements of Yatra and its subsidiaries that were prepared in accordance with International Financial Reporting Standards, or IFRS as issued by IASB, on a consolidated basis. This presentation presents the metrics Adjusted Revenue, Adjusted EBITDA Losses, and Net Revenue Margin, which are non-IFRS measures. The presentation of these non-IFRS measures, which are defined below, is not meant to be considered in isolation or as a substitute for Yatra’s consolidated financial results prepared in accordance with IFRS as issued by the IASB and included in the previous filings with SEC. The non-IFRS financial metrics may not be comparable to similarly titled measures reported by other companies due to potential differences in the method of calculation. A reconciliation of these non-IFRS measures to the most comparable IFRS metric is set forth in this Appendix. Description of Adjusted Revenue : As certain parts of Yatra’s revenue are recognized on a “net” basis and other parts of revenue are recognized on a “gross” basis, Yatra evaluates its financial performance based on Adjusted Revenue, which is a non-IFRS measure. Adjusted Revenue represents revenue and other income after deducting service costs and adding back expenses related to consumer promotions and loyalty program costs that had been reduced from revenue due to the adoption of new accounting standard, IFRS 15, effective from April 1, 2018. Yatra believes that Adjusted Revenue provides investors with useful supplemental information about the financial performance of Yatra’s business and more accurately reflects the value addition of the travel services that Yatra provides to its customers. The presentation of this non-IFRS information is not meant to be considered in isolation or as a substitute for Yatra’s consolidated financial results prepared in accordance with IFRS as issued by the IASB. Yatra’s Adjusted Revenue may not be comparable to similarly titled measures reported by other companies due to potential differences in the method of calculation. This Appendix reconciles Yatra’s revenue, which is an IFRS measure, to Adjusted Revenue, which is a non-IFRS measure. Description of Adjusted EBITDA: In addition to referring to Adjusted Revenue, we also refer to Adjusted EBITDA (Loss). We use financial statements that exclude employee share-based compensation cost, listing and related expenses, depreciation and amortization and change in fair value of warrants for our internal management reporting, budgeting and decision making purposes, including comparing our operating results to that of our competitors. Because of varying available valuation methodologies and subjective assumptions that companies can use when adopting IFRS 2 “Share based payment”, management believes that providing non-IFRS financial measures that exclude such expenses allows investors to make additional comparisons between our operating results and those of other

  • companies. Accordingly, we believe that adjusted EBITDA (loss) is useful in measuring the results of our company and provide investors and analysts a more

accurate representation of our operating results. However, the presentation of these non-IFRS measures are not meant to be considered in isolation or as a substitute for our consolidated financial results prepared in accordance with IFRS as issued by the IASB. These non-IFRS measures may not be comparable to similarly titled measures reported by other companies due to potential differences in the method of calculation. The IFRS measures most directly comparable to adjusted EBITDA (loss) is Profit/(loss) for the period as per IFRS. A limitation of using Adjusted EBITDA (Loss) as against using the measures in accordance with IFRS as issued by the IASB are that these non-IFRS financial measures exclude share-based compensation cost, listing and related expenses, depreciation and amortization, change in fair value of warrants, Share of loss of joint venture, Finance income, Finance costs and Income-Tax. Management compensates for this limitation by providing specific information on the IFRS amounts excluded from Profit/(loss) for the period as per IFRS. Description of Net Revenue Margin: Net Revenue Margin is defined as Adjusted Revenue as a percentage of Gross Bookings and represent the commissions, fees, incentive payments and other amounts earned in our business. We follow Net Revenue Margin trends closely across our various lines of business to gain insight into the performance of our various businesses. Description of Gross Bookings: This presentation also uses the operating metric “Gross Bookings” which represents the total amount paid by our customers for the travel services and products booked through us, including taxes, fees and other charges, and are net of cancellations and refunds. All years are calendar years unless otherwise noted as “fiscal year” or “FY”.

Basis of Financial Presentation and Use of Non-IFRS Measures

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Reconciliation of Non-IFRS Measures- Adjusted Revenue

Notes- 3 months numbers are as per unaudited results; FY numbers are as per audited results; Numbers for FY18 include ATB performance for 8 months; Q4FY18 and Q4FY19 include ATB performance for 3 months

Amount in INR million Air ticketing Fiscal Year Ended Mar’31, 9 months ended Dec’31 3 Months Ended Mar’ 31, 2017 2018 2019 2018 2019 2018 2019 Revenue 3,657 5,013 3,449 2,515 2,128 842 648 Customer promotional expenses

  • 2,259

1,561 1,070 606 373 Service cost

  • Adjusted Revenue

3,657 5,013 5,708 4,076 3198 1,448 1,022 Hotel and Packages Revenue 5,326 6,628 4,914 3,902 2,980 1,080 1,002 Customer promotional expenses

  • 1,249

940 91 340 19 Service cost (4,179) (4,931) (4,283) (3,403) (2,456) (936) (808) Adjusted Revenue 1,147 1,697 1,880 1,439 615 483 214 Others Revenue 373 607 995 683 867 283 316 Customer promotional expenses

  • 64

53 26 15 10 Service cost

  • Adjusted Revenue

373 607 1,059 736 893 298 326 Total Revenue 9,357 12,249 9,359 7,100 5,975 2,205 1,967 Customer promotional expenses

  • 3,571

2,554 1,188 961 402 Service cost (4,179) (4,931) (4,283) (3,403) (2,456) (936) (808) Other Income 25 90 264 216 108 102 25 Adjusted Revenue 5,203 7,408 8,911 6,468 4,815 2,331 1,587

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Reconciliation of Non-IFRS Measures- Adjusted EBITDA (Loss)1

INR million FY17 FY18 FY19 9MFY19 9MFY20 Q3FY19 Q3FY20 Profit/(loss) for the period as per IFRS (5,937) (4,052) (1,194) (334) (654) 138 113 Employee share-based compensation costs 587 730 283 278 4 34 (0) Depreciation and Amortization 276 426 582 408 509 138 176 Share of loss of joint venture 9 11 13 10 8 3 4 Finance income (139) (92) (41) (30) (47) (12) (11) Finance costs 150 153 263 151 151 62 51 Change in fair value of warrants (230) 563 (1,667) (1808) (61) (529) (134) Listing and related expense 4,243 Remeasurement of contingent consideration 294 485 485 Income-Tax 41 57 48 45 31 12 7 Adjusted EBITDA (Loss) (1,001) (1,910) (1,228) (795) (59) (154) 205

Notes- 3 months numbers are as per unaudited results; FY numbers are as per audited results; Numbers for FY18 include ATB performance for 8 months; Q4FY18 and Q4FY19 include ATB performance for 3 months