#1PLAYA HOTELS & RESORTS® Playa Hotels & Resorts Overview November 2023 ©2023 Proprietary and Confidential. All Rights Reserved.#2Disclaimer This document contains information confidential and proprietary to Playa Hotels & Resorts N.V. ("Playa") and its affiliates. The information may not be used, disclosed or reproduced without the prior written authorization of Playa, and those so authorized may only use the information for the purpose of its evaluation consistent with authorization. Reproduction of any section of this document must include this legend Forward-Looking Statements This presentation may contain forward-looking statements within the meaning of Section 27A of the Securities Act of 1933 and Section 21E of the Securities Exchange Act of 1934. Forward-looking statements relate to expectations, beliefs, projections, future plans and strategies, anticipated events or trends and similar expressions concerning matters that are not historical facts. You can identify these forward-looking statements by the use of terminology such as "outlook," "believes," "expects," "potential," "continues," "may," "will," "should," "could," "seeks," "approximately," "predicts," "intends," "plans," "estimates," "anticipates" or the negative version of these words or other comparable words or phrases. Such forward- looking statements are subject to various risks and uncertainties, including those described under the section entitled "Risk Factors" in our most recent Annual Report on Form 10-K filed with the SEC, as such factors may be updated from time to time in our periodic filings with the SEC, which are accessible on the SEC's website at www.sec.gov. Accordingly, there are or will be important factors that could cause actual outcomes or results to differ materially from those indicated in these statements. These factors should not be construed as exhaustive and should be read in conjunction with the other cautionary statements that are included in this presentation and in Playa's filings with the SEC. While forward-looking statements reflect Playa's good faith beliefs, they are not guarantees of future performance. Playa disclaims any obligation to publicly update or revise any forward-looking statement to reflect changes in underlying assumptions or factors, new information, data or methods, future events or other changes after the date of this press release, except as required by applicable law. You should not place undue reliance on any forward-looking statements, which are based only on information currently available to us (or to third parties making the forward-looking statements). Use of Non-GAAP Financial Measures This presentation includes non-U.S. GAAP financial measures. Please refer to our most recent Annual Report on Form 10-K filed with the SEC for detailed definitions of these measures and reconciliations of these measures to the most comparable U.S. GAAP measures. Our definitions of these measures may not be comparable with measures used by other companies. Because of these limitations, our non-U.S. GAAP financial measures should not be considered as a measure of the income or loss generated by our business or discretionary cash available for investment in our business, and investors should carefully consider our U.S. GAAP results. Third-Party Information This presentation also contains information and statistics relating to the travel and tourism industry and the all-inclusive segment in certain markets. Playa has derived such information and data from third-party reports or other sources without independent verification. No assurance can be given regarding the accuracy or appropriateness of such information and data. You should not place undue reliance on such information and data in this presentation. PLAYA HOTELS & RESORTS" ©2023 Proprietary and Confidential. All Rights Reserved. 2#3Table of Contents 1. Non-Package Revenue Reclassification 2. Company Overview 3. Branding Benefits 4. Capital Allocation Strategy 5. Appendix PLAYA HOTELS & RESORTS" ©2023 Proprietary and Confidential. All Rights Reserved. 3#4Playa Hotels & Resorts Non-Package Revenue Reclassification PLAYA HOTELS & RESORTS®#5Q1 2021 Q2 2021 Non-Package Revenue - Upgrade Revenue Reclassification Upgrade Revenue (in thousands) Q3 2021 Q4 2021 2021 Full Year 2022 Full Q1 2022 Q2 2022 Q3 2022 Q4 2022 Q1 2023 Q2 2023 Q3 2023 Year Total MX Yucatan Peninsula $756 $807 $880 $909 $3,353 $971 $938 $1,079 $1,117 $4,105 $1,216 $1,230 $1,084 Total MX Pacific Coast $195 $338 $247 $298 $1,078 $294 $234 $214 $329 $1,071 $354 $400 $403 Total Mexico $951 $1,145 $1,128 $1,207 $4,431 $1,265 $1,172 $1,293 $1,446 Total Dominican Republic $405 $565 $640 $847 $2,457 $1,167 $1,163 $958 Total Jamaica $148 $168 $282 $326 $924 $273 $216 $313 Total Owned Porfolio $1,504 $1,879 $2,049 $2,380 $7,813 $2,705 $2,550 $2,564 $247 $2,318 $5,175 $624 $3,913 $1,049 $10,137 $1,570 $1,630 $1,487 $944 $1,118 $921 $237 $2,750 $2,982 $234 $246 $2,654 Net Package ADR 2021 Full Q1 2021 Q2 2021 Q3 2021 Q4 2021 Q1 2022 Q2 2022 Q3 2022 Q4 2022 Includes Upgrade revenue Year Total MX Yucatan Peninsula $298.80 Total MX Pacific Coast Total Mexico Total Dominican Republic Total Jamaica Total Owned Porfolio $335.50 $343.30 $319.40 $345.90 $377.19 $400.35 $302.83 $338.70 $353.11 $288.82 $262.95 $265.36 $284.26 $307.16 $318.35 $295.88 $308.31 $315.93 $379.40 $342.61 $436.51 $368.22 $385.59 $349.75 $265.88 $268.06 $337.22 $316.67 $330.79 $315.63 $415.13 $383.56 $459.90 $458.95 $442.88 $496.15 $464.66 $443.24 $428.47 $400.78 $441.79 $428.38 $330.61 $298.37 $272.53 $295.77 $300.15 $418.26 $359.51 $368.81 $411.63 $388.61 $393.90 $366.53 $348.58 $394.77 $375.33 $420.41 2022 Full Year $413.49 Q1 2023 Q2 2023 Q3 2023 $494.08 $441.82 $399.10 $541.73 $543.17 $507.99 $471.16 $421.08 $490.55 $346.62 $306.69 $500.78 $454.59 $422.23 $501.64 $425.52 $381.41 $478.83 Non-Package Revenue (in thousands) Q1 2021 Q2 2021 Q3 2021 Q4 2021 Excludes Upgrade revenue 2021 Full Year Q1 2022 Q2 2022 Q3 2022 Q4 2022 Total MX Yucatan Peninsula $4,935 $6,996 $7,740 $8,255 $27,926 $8,581 $9,754 $7,819 2022 Full Year $9,158 $35,312 Q1 2023 Q2 2023 Q3 2023 $9,494 $9,315 $7,470 Total MX Pacific Coast $1,158 $3,076 $2,531 $3,217 $9,982 $3,568 $4,349 $3,032 $4,305 $15,253 $4,695 $4,923 $2,909 Total Mexico $6,093 $10,073 $10,270 $11,472 $37,908 $12,149 $14,103 $10,851 $13,463 $50,566 $14,189 $14,239 $10,378 Total Dominican Republic $3,028 $5,438 $7,062 $7,558 $23,086 $8,846 $11,343 $8,319 $5,182 $33,689 $9,167 $9,570 $7,577 Total Jamaica $2,119 $4,599 $5,389 $5,859 $17,967 $7,935 $8,154 $7,180 $7,906 $31,176 $9,867 $8,725 $6,764 Total Owned Porfolio $11,240 Corporate Revenue $125 Total Portfolio $11,364 $20,109 $369 $20,479 $22,722 $24,889 $78,960 $28,930 $33,600 $26,350 $26,551 $115,431 $33,223 $32,533 $24,720 $232 $22,954 $248 $25,137 $974 $79,934 $212 $257 $29,142 $33,857 $200 $26,551 $334 $1,002 $564 $602 $532 $26,885 $116,434 $33,787 $33,135 $25,252 PLAYA HOTELS & RESORTS" ©2023 Proprietary and Confidential. All Rights Reserved. LO 5#6Playa Hotels & Resorts Company Overview PLAYA HOTELS & RESORTS®#7Company Overview - Premier Collection of All-Inclusive Resorts on Desirable Beachfronts PLAYA Hyatt Ziva and Zilara Rose Hall Hyatt Ziva Cancún Hyatt Zilara Cancún Hilton Playa del Carmen Hyatt Ziva Los Cabos 26 All-Inclusive Resorts (1) 9,756 Rooms 100% Owned/Operated Beach Resorts 1) Includes management contracts, pro-forma for managed resorts that have not yet opened Based on the number of rooms as of EOP Oct 2023, pro-forma for managed resorts that have not yet opened Based on the number of owned rooms at EOP Oct 2023 723 HOTELS & RESORTS" 3) Hyatt Cap Cana 60% Hyatt / Hilton Branded (1)(2) 71% 4.5+ Star Resorts (3) 7#8Company Overview - Our Brands PLAYA HOTELS & RESORTS HYATT ZILARA HYATT ZIVA ALL INCLUSIVE RESORTS Sanctuary CAPCANA WYNDHAP Alltra LILOPIN Marriott Hilton HOTELS & RESORTS JEWEL RESORTS OUR STORY Since 2006, Playa Hotels & Resorts has become the leading owner, operator, manager and developer of all- inclusive resorts in prime beachfront locations. United States Mexico Jamaica Dominican Republic OUR TEAM: 14100 ° 10 Total Employees Worldwide GRAND OPENINGS AND MILESTONES Launched the Hyatt Zilara and Hyatt Ziva brands with the Hyatt Zilara Cancun, Hyatt Ziva Los Cabos, & Hyatt Ziva/Zilara Rose Hall Acquired first third-party management contract for Sanctuary Cap Cana Formed a strategic alliance with Hilton, resulting in the conversion of three resorts, and allowing for the conversion of up to 8 additional resorts by 2025 Completed renovation of the Hilton Playa del Carmen and the Hilton La Romana Formed a strategic alliance with Wyndham, resulting in the conversion of two resorts 2013 2013 2017 2017 2018 2018 2019 2019 Acquired the Real Resorts Listed on NASDAQ & the Ritz Carlton Rose Hall Acquired Jewel Resorts & Hilton Rose Hall Opened Hyatt Ziva & Zilara Cap Cana in the Dominican Republic 2021 2021 Entered into three management contracts: The Yucatan Playa del Carmen, Hyatt Ziva Riviera Cancun & Hyatt Zilara Riviera Cancun 8#9Company Overview - Geographic Footprint Brands by Rooms (%) Cancún / Riviera Maya 1. Hyatt Ziva Cancún PLAYA HOTELS & RESORTS" Pacific Coast Rooms 547 2. Hyatt Zilara Cancún 310 Hyatt 40% 3. Hilton Playa del Carmen 524 Hilton 19% 4. Wyndham Alltra Cancún 5. Wyndham Alltra Playa del Carmen 6. Hyatt Zilara Riviera Maya(2) 458 287 291 Jewel 16% 7. Hyatt Ziva Riviera Cancún (2) 438 8. The Yucatán Resort Playa del Carmen(2) 60 Wyndham Alltra 14% 9. Seadust Cancún Family Resort(2) 502 Sanctuary 3% 10. Kimpton Hacienda Tres Rios Resort, Spa & Nature Park(2) Total Cancún / Riviera Maya 255 3,672 Percentage by Region 38% Kimpton 3% 1. Hyatt Ziva Los Cabos Pacific Coast Rooms 591 2. Hyatt Ziva Puerto Vallarta 335 3. Wyndham Alltra Riviera Nayarit(2) 229 Total Western Mexico 1,155 Dominican Republic Percentage by Region 12% Jewel Punta Cana Wyndham Alltra Samana Dominican Republic 1. Hilton La Romana Rooms 774 2. Jewel Palm Beach 3. Jewel Punta Cana 500 620 Hyatt Ziva & Zilara Cap Cana Sanctuary Cap Cana. Hilton La Romana Jewel Palm Beach 4. Hyatt Ziva & Zilara Cap Cana 5. Sanctuary Cap Cana (2) 6. Wyndham Alltra Samana (2) Total Dominican Republic 750 324 404 3,372 Percentage by Region 35% Jamaica 1. Hyatt Ziva Rose Hall 2. Hyatt Zilara Rose Hall 3. Hilton Rose Hall 4. Jewel Paradise Cove 5. Jewel Grande (Owned) 6. Jewel Grande(2) Total Jamaica Rooms 276 344 495 225 88 129 1,557 Percentage by Region 16% Total Rooms: 9,756 9 Cancún / Riviera Maya Jamaica Hyatt Ziva & Zilara Rose Hall Jewel Grande Hyatt Ziva Los Cabos Wyndham Alltra Riviera Nayarit Hyatt Ziva Puerto Vallarta Hyatt Ziva Cancun Wyndham Alltra Cancun Hyatt Zilara Cancun Seadust Cancun Hyatt Ziva Riviera Cancun. Hyatt Zilara Riviera Maya Kimpton Hacienda Tres Rios Hilton Playa del Carmen Wyndham Alltra Playa del Carmen The Yucatan Resort Playa del Carmen 1) 2) Hilton Rose Hall Jewel Paradise Cove Managed by Playa Hotels & Resorts Room count as of EOP Oct 2023, pro-forma for managed resorts not yet opened Denotes management contract#10Company Overview - Highly Rated Resorts TripAdvisor (1) Resort Price Range Rating (Out of 5.0) No. of Hotels Ranking (2) in Region Hyatt Ziva/Zilara Cap Cana Luxury 4.9 4&6 150 Four Diamond A Award 2020-2023 TRAVELERS CHOICE Hyatt Ziva Cancún Luxury 4.6 21 282 2016-2023 Hyatt Zilara Cancún Luxury 4.6 8 282 2011-2023 Hyatt Ziva/Zilara Rose Hall Luxury 4.3 6&7 61 2015-2023 tripadvisor 2020-2021 2015-2016, 2018-2023 2011-2012, 2016, 2019-2023 2016-2023 Hyatt Ziva Los Cabos Luxury 4.1 73 142 2014-2023 2011-2018, 2020-2021,2023 Hyatt Ziva Puerto Vallarta Luxury 4.4 25 164 2015-2023 2012-2021 J Hyatt Ziva Rivera Cancun Luxury 4 24 49 2023 Hilton Playa del Carmen Luxury 4 74 354 1 Sanctuary Cap Cana Luxury 4.8 3 150 2011-2023 2015-2023 2015, 2017-2021 Hilton La Romana Adults Only Upscale 4.5 2 22 Hilton La Romana All -Ages Upscale 4.5 1 22 2019-2022 2021,2023 2017-2021, 2023 Jewel Punta Cana Upscale 4.5 11 150 2011-2022 2015-2016, 2018, 2020-2021 Jewel Palm Beach Upscale 4.5 17 150 2011-2022 Hilton Rose Hall Upscale 4.3 14 61 The Yucatán Playa del Carmen Upscale 3.9 97 354 Wyndham Alltra Playa del Carmen Mid-range 4.1 71 354 Wyndham Alltra Cancún Mid-range 4.5 30 282 Jewel Paradise Cove Mid-range 4.1 2 18 I Jewel Grande Wyndham Alltra Vallarta Mid-range 4.4 4 61 2018-2023 2012, 2016, 2020-2021 2011-2023 2022 2012-2014, 2016-2021, 2023 2016, 2018-2021 2015-2023 2019-2022 Mid-range 4 18 Hyatt Zilara Riviera Maya Luxury 4.4 8050 37 11 I Resorts ranked within top quartile of market PLAYA 1) TripAdvisor ratings as of 10/31/2023 HOTELS & RESORTS" 2) Based on TripAdvisor rank relative to total hotels in the surrounding area 10#11Company Overview - Advantages of All-Inclusive Business Model Benefits for Owners of All-Inclusive Predictable Revenue and Occupancy Greater Share of Customer Wallet ■ Guests book and pay further in advance with fewer cancellations ■ More accurate planning of resources (e.g., in F&B) leads to the efficient use of labor and less waste Leverage economies of scale ■ All-inclusive price includes - Room Higher EBITDA Margins (1) LTM Adjusted EBITDA Margins 4-Yr Historical Average (2016-2019) 29% 29% 27% Generate Additional Revenue Through High-Margin Premium Services - Food & Beverage Entertainment High-margin premium services not included in the all-inclusive package - Spa Fine wine/premium alcohol - Wedding packages - Room upgrades ■ Guests more likely to buy upgrades at the resort since their stay is paid in advance High Customer Satisfaction ■ Value for money - less expensive than purchasing items a la carte ■ Total cost certainty ■ Convenient one-stop shopping 25% 24% I Playa I Leisure Upscale Companies Lodging REITS Global Hotel Companies Emerging Markets Hotel Companies 1) PLAYA 2) Other companies may calculate Adjusted EBITDA differently than Playa, and therefore, Playa's Adjusted EBITDA may not be directly comparable to similarly titled measures of other companies. Markets include Cancún/Riviera Maya, Los Cabos, Puerto Vallarta, Punta Cana, La Romana and Montego Bay. HOTELS & RESORTS" 3) Sources: JLL, SECTUR, Barometro Turistico, Punta Cana Hotel Association, Ministry of Tourism, Jamaica Tourism Board. 11#12Company Overview - The Power of the All-Inclusive Model ◉ All-Inclusive Model ■ Quoted rate includes lodging, food, beverages, kids club, taxes and many recreational activities Increased ability to yield manage and staff Great value for guest given higher and more predictable utilization Stress-free budgeting Saves time Guest arrives with fresh wallet driving high-margin premium sales Increased length of stay, which lowers costs and increased revenue per guest Traditional (European) Hotel Model VS. ■ ◉ ☐ Quoted rate is strictly for the room and does not include any food, beverages, WiFi, kids club, incidentals, taxes, and often a hefty resort fee which are billed separately Shorter length of stay, higher cost per guest (lower margin) Guests often complain of feeling "nickel and dimed" The longer you stay, the lower your per night spend Hotel taxes and gratuities are usually not included PLAYA HOTELS & RESORTS" 12#13Company Overview - The All-Inclusive Model vs. Traditional European Model All-Inclusive Model Quoted rate includes lodging, food, beverages, and many recreational activities Includes hotel taxes and gratuities Off-Season (Four nights - Two adults, two kids) 36% Savings $4,044 Traditional (European) Hotel Model Quoted rate is strictly for lodging; food and incidentals provided by the hotel are billed separately Hotel taxes, resort fees, and gratuities not usually included $12,000 Peak-Season (Six nights - Two adults, two kids) 25% Savings Total Cost PLAYA HOTELS & RESORTS" $4,500 $4,000 $3,500 $3,000 $2,609 $2,500 $2,000 $1,500 $2,609 $1,000 $500 $2,228 $1,816 55% 45% $0 Playa (All-Inclusive) (1) (2) Room Rate Competitor (European Model) Additional Charges (3) Total 723 1) 2) 3) Playa's all-inclusive room rate includes food & beverage, most activities, taxes, and fees Additional charges typically include food & beverage updates, activities, taxes, and fees Competitor rates are averages of comparably ranked hotels obtained from JW Marriott, Hyatt, etc. $10,000 Total Cost $7,599 $8,000 $6,000 $10,078 $3,043 $4,000 $7,599 $7,035 $2,000 30% 70% 60 $0 Playa (All-Inclusive) (1) Room Rate Competitor (European Model) (3) Additional Charges (2) Total 13#14Company Overview - CBRE Analysis . CBRE Analysis - Fundamental KPI's and guest satisfaction scores compared to 2019 • Although top-line KPI's for US resorts and PLYA are similar, PLYA's investment into the guest experience produced positive guest satisfaction vs pre-pandemic levels. All USA Resorts US Luxury Resorts FL Luxury Resorts PLYA Occupancy ADR -8% -11% -8% -7% 26% 44% 48% 35% RevPAR 16% 29% 36% 25% EBITDA Margin 12% 17% 25% 14% Guest Rating -11% -16% -15% 11% 1) All comparisons are current year vs. 2019 PLAYA 2) All comparisons performed by CBRE during Q3 2023 HOTELS & RESORTS" 3) PLYA ADR is adjusted for OTA commission reporting and portfolio asset changes 14#15Company Overview - Brand Differentiation Z Playa Brands HYATT ZILARA™ HYATT ZIVA™ ALL INCLUSIVE RESORTS Hilton HOTELS & RESORTS KIMPTON HOTELS & RESTAURANTS M MARRIOTT JEWER RESORTS SANCTUARY CAP CANA ☐ WYNDHAM Alltra ALL-INCLUSIVE RESORTS SEADUST CANCÚN FAMILY RESORT VS. RIU Hotels & Resorts Competing Brands KARISMA Hotels + Resorts * Paradisus RESORTS Sol Meliá HOTELS & RESORTS VELAS RESORTS THE ROYAL SUITES IBEROSTAR HOTELS & RESORTS The Grand Collection BY PALLADIUM DECAMERON All Inclusive Hotels & Resorts The all-inclusive resort segment is saturated with brands that have limited U.S. consumer recognition ☐ Many of these resorts are owned and managed by smaller operators who often lack capital resources ☐ Club Med Playa has the unique opportunity to leverage Hyatt's, Hilton's, and Wyndham's world-renowned brands in the all-inclusive market PLAYA HOTELS & RESORTS" ©2023 Proprietary and Confidential. All Rights Reserved. 15#16Playa Hotels & Resorts Branding Benefits PLAYA HOTELS & RESORTS®#17Branding Benefits - The Guest's Perspective Brands instill a sense of familiarity, reliability, and lower risk Reduce customers' search costs Increase the perception of the resort being a high-quality value proposition Have a stronger influence on guests' perceptions than location or chain scale. HYATT ZILARA HYATT ZIVA™ ALL INCLUSIVE RESORTS க Hilton HOTELS & RESORTS M KIMPTONⓇ HOTELS & RESTAURANTS JEWEL RESORTS SANCTUARY CAP CANA MARRIOTT WYNDHAM Alltra ALL-INCLUSIVE RESORTS SEADUST CANCÚN FAMILY RESORT PLAYA HOTELS & RESORTS" ©2023 Proprietary and Confidential. All Rights Reserved. 17#18Branding Benefits - Playa's Global Brand Partners ■ Hyatt's and Hilton's selection of Playa as its strategic partner in the development and management of all-inclusive resorts throughout the Caribbean, Mexico and Latin America reflects their confidence and conviction in Playa's best-in-class stewardship of all-inclusive resorts The benefits of branding: ■ Efficiently introduces Playa to new guests given the global brand partner's broad geographic sales and marketing footprint, particularly in the MICE Group space Brand familiarity is attractive to “first-time all-inclusive” customers Facilitates conversion of first-timers to Playa's other properties, brands, and geographies Lowers customer acquisition costs ■ ■ ■ Immediate access to Hyatt and Hilton's nearly 135 million loyalty members Increases propensity to book direct Increases RevPAR index premiums; Hilton's current US RevPAR index premium system-wide is 1.15(1) Limited cannibalization of existing assets given high percentage of redemptions and minimal overlap of top tier loyalty members Benefits of scale such as purchasing, marketing, share of voice Global brand partnerships contributes a second set of eyes aimed at maximizing returns and guest satisfaction PLAYA 1) HOTELS & RESORTS" Source: Hilton's 4Q18 & 4Q19 earnings conference call ©2023 Proprietary and Confidential. All Rights Reserved. 18#19Branding Benefits - The Owner/Manager's View Branding generates immediate customer recognition for a new or converted property Assists in attracting new customers and retaining current customers ◉ A brand conveys a certain level of quality and service PLAYA HOTELS & RESORTS" Exposure to new customers, who may not be familiar with all-inclusive Increases the propensity for cross pollination and repeat visitation Brands are the #1 corollary with online reputation scores TripAdvisor, Expedia, Booking.com Brands have been proven to reduce price sensitivity and encourage purchase decisions, resulting in higher revenues Globally recognized brand leaders provide access to marketing and PR scale 1) Anderson, C.K., & Han, S. (2018) Indexing hotel brand reputation. Cornell Hospitality Report, 18(7), 1 - 16. 19 2) Carvell, S. A., Canina, L., & Sturman, M.C. (2016). A comparison of the performance of brand-affiliated and unaffiliated hotel properties. Cornell Hospitality Quarterly, 57 (2), 193-201.#20Branding Benefits - The Role of Branding in Loyalty ☐ Brands have higher rates of customer loyalty and engagement 80% of frequent business travelers use loyalty programs as part of their booking decision Loyalty program members have been shown to spend 62% more room nights with their preferred chain than non-members and spend 3.10x the amount of non-members annually, on average Top-tier guests have been shown to spend on average $16,800 a year at their preferred chain vs. $470 annually for non-member guests, and $860 for entry-tier guests Loyalty program members can contribute upwards of 60% of occupancy on average on any given night and an even higher percentage of revenues as tiered guests spend more Limited overlap in highest tier loyalty members PLAYA 1) HOTELS & RESORTS" 2) Source: Deloitte, Winning the Race for Guest Loyalty, 2014: Jennings, S. & Giorgio, P. Hyatt Hotels 2016 analyst day slide deck 20 20#21Branding Benefits - Branding Lowers Customer Acquisition Costs. Branding provides immediate access to loyalty program members and billions in unredeemed loyalty program points 400 Immediate access to over 460 million loyalty members MILLION Loyalty Members Brands Current Properties Rooms in Pipeline Marriott 177 MM 30 8,300+ 496K H Hilton 152 MM 18 7,100+ 416K HYATT 36 MM 20 1,200+ 117K WYNDHAM 99 MM 22 9,100+ 219K 1) Source: Companies' fourth quarter 2022 filings with the SEC, company press releases, or 2022 annual reports HOTELS & RESORTS" PLAYA 21 21#22Branding Benefits - Breakdown of Customer Acquisition Costs by Channel Upper-Upscale Customer Acquisition Cost by Channel Channel Playaresorts.com Property Direct Voice Brand.com Group GDS OTA FIT/Wholesale Acquisition Cost 3% - 8% 2% -3% 5%-6% 5% -6% 6% - 7% 13% -14% 17% - 18% 24% -25% 1) Source: All metrics except for Playaresorts.com are industry estimates. Kalibri Labs., company estimates HOTELS & RESORTS" PLAYA 22 22#23Branding Benefits - Transient Direct Booking Progress Target: 50% Transient Direct Revenue Booking by YE 2023 PLAYA HOTELS & RESORTS" 60.0% 1) 50.0% 40.0% 30.0% 20.0% 10.0% Direct Booking Penetration 0.0% Q1 18 Q2 18 Q3 18 Q4 18 Q1 19Q2 19 Q3 19 Q4 19 Q1 21 Q2 21 Q3 21 Q4 21 Q1 22 Q2 22 Q3 22 Q4 22 Q1 23 Q2 23 Q3 23 ■Direct Stayed Revenue Mix ■Direct Booked Revenue Mix Percentages represent Playa- Owned & Managed rooms only, excluding Jewel Palm Beach & Jewel Punta Cana 23 23#24Playa Hotels & Resorts Capital Allocation Strategy PLAYA HOTELS & RESORTS®#25Capital Allocation Strategy - Creating Value Through Brand Partnerships - Case Studies PLAYA Current Branded Resorts Hyatt Zilara Cancún Hyatt Ziva Cancún Hyatt Ziva / Zilara Rose Hall Positive Impact Pre Post ADR ($) $225 Growth:44.2% $325 (1) 2013A $169 RevPAR ($) Adjusted EBITDA ($M) (1) 2013A $31 Growth:56.9% Growth:155.3% 2019A $266 2019A $80 (1) (1) Hyatt Ziva Puerto Vallarta Hyatt Ziva Los Cabos (1) 2013A 2019A (1) Playa's historical fully stabilized conversion and expansion projects have generated an average 34% cash on cash return (1) 1) HOTELS & RESORTS" Includes Hyatt Ziva Cancún, Hyatt Zilara Cancún, Hyatt Ziva Los Cabos & Hyatt Ziva Puerto Vallarta. ADR & RevPAR calculated year-to-date as of 12/31/2013 and 12/31/2019 45 25#26Capital Allocation Strategy - Recent Discretionary Capex Spend Hyatt Ziva & Zilara Cap Cana Hilton Playa del Carmen Hyatt Ziva & Zilara Cap Cana Resort Hyatt Ziva & Zilara Cap Cana Hilton Playa del Carmen Hilton La Romana PLAYA 1) Project costs are net of key money HOTELS & RESORTS" 2) Hilton Playa del Carmen Completion Date Q4 2019 Q4 2019 Q4 2019 Project Cost (1) ~$265M ~$15M ~$50M Hilton La Romana Cash-on-Cash Return Target(2) Stabilized Year: ~12% - 15% Stabilized Year: ~13% -17% Stabilized Year: ~11% - 14% Cash-on-Cash return calculated by dividing the incremental EBITDA generated by the renovation (Stabilized Year incremental EBITDA over 2018) by the redevelopment cost. Project cost is net of key money and VAT. 26 26#27Capital Allocation Strategy - Track Record of Successful Development: Case Study: Hyatt Ziva and Hyatt Zilara Rose Hall 620 Rooms 4Q 2017 Completed $106mm ~21% HYATT ZILARA™ HYATT ZIVA ALL INCLUSIVE RESORTS Rose Hall Project Cost Cash-on-Cash Return Acquisition & New Construction - $278k/Key (1) Zilara Building 124 New Rooms Lobby-reception, bar & lounge and restaurant Rose Hall Village 69 new rooms ■ 5 restaurants & 3 bars ■ Outdoor terrace for dining and shows Sky wedding lounge Renovations Soft-goods renovation of all rooms and public areas ■ New laundry and kitchen equipment ■ 12 new pools with 2 wet and dry bars ■ New Zilara Beach Restaurant & Spa HOTELS & RESORTS" 1) Includes acquisition costs PLAYA 27 27#28Capital Allocation Strategy - Track Record of Successful Development: Case Study: Hyatt Ziva Cancún PLAYA HOTELS & RESORTS" z HYATT ZIVA Cancun ALL INCLUSIVE RESORT 547 Rooms 4Q 2015 Opened $81mm Project Cost ~35% Cash-on-Cash Return New Construction - $148k/key New beach tower 12 floors, as well as 169 new rooms, a spa, and beach restaurant New central facilities building Lobby / reception, rooftop lounge & pool and 7 restaurants & bars New village corridor ■ 3 F&B outlets, gym, kid's club, sky wedding roof deck and retail shops New parking structure 128 parking spaces and rooftop tennis courts External areas New pools, including completely refurbished dolphin pool and new beach restaurant 28#29Capital Allocation Strategy - Leading Owner/Operator with Significant Growth Potential Premier Collection of All- Inclusive Resorts with best-in- class brand partners in Highly Desirable Locations Prime oceanfront real estate Preeminent destination markets PLAYA HOTELS & RESORTS" Differentiated, Resilient Business Model Success at Strategic Alliances and Investments Less reliant on demand from business travelers Attractive price-to-value leisure destination High degree of cost certainty provides more control / flexibility in cost management Guests more likely to upgrade to high-margin premium services, since their stay is paid in advance Successful strategic alliance with Hyatt, resulting in higher rate and occupancy Strategic alliance with Hilton should fuel direct bookings and drive outsized returns Strategic partnership with Wyndham should drive growth in this large market segment Significant Growth Opportunity Direct to consumer strategy Significant embedded growth from recently renovated portfolio Fragmented industry provides acquisition opportunities Pursue capital-light strategy 29 29#30Playa Hotels & Resorts Appendix - Experienced Leadership PLAYA HOTELS & RESORTS®#31Experienced Leadership - Management Team Bruce Wardinski PLAYA HOTELS & RESORTS" Years in Industry Time at Playa Previous Experience 30+ years 16 years • Founded Playa Hotels & Resorts in 2006, retains 2% personal stake in the company • Chairman and Chief Executive Officer of Playa Hotels & Resorts HH CRESTLINE CAPITAT. Greg Maliassas EVP & Chief Operating Officer of Playa Hotels & Resorts Marriott 20+ years 2 years ACCOR • • SOF TEL • - 14 Ryan Hymel EVP & Chief Financial Officer of Playa Hotels & Resorts 20 years 16 years Barcelo Crestline CRESTLINE CAPITAL. Previously served as Chairman, President, and CEO of Barceló Crestline Corporation (BCC) Former Chairman and CEO of Crestline Capital (NYSE: CLJ) after its spin-off from Host Marriott when Host Marriott converted to a REIT Founded and served as Chairman of Board of Highland Hospitality Corporation (NYSE: HIH) from 2003 - 2007, a self-advised real estate investment trust • Served as SVP and Treasurer of Host Marriott and spent six years at Marriott Corporation prior to that • Oversaw REIT conversions, spin-offs, IPOs, and company sales in broad global markets (Europe, Latin America and Asia) throughout his executive experiences • • • • Extensive experience managing and developing upscale hotels in Europe, North America and the Middle East Instrumental in dozens of hotel openings, renovations and hotel constructions, collaborating with renowned hotel developers, designers and architects around the world Served as Executive Vice President and Chief Operating Officer of Playa Resorts Management since 2019 Served as Senior Vice President Operations from 2014 to 2019 for the luxury and premium brands of Accor Hotels in Central & Eastern Europe, Benelux and Switzerland Held various positions across North, Central and Eastern Europe, as well as Middle East, Africa and Indian Ocean for Sofitel Hotels & Resorts • Has been with Playa since founding in 2006 Began career with the hotel owner/operator, Crestline Capital (NYSE: CCJ) Barcelo Crestline Corp Previously held the positions of Senior Vice President, Treasurer and Vice President of Treasury & Planning Responsible for managing all aspects of investor relations, financial planning & analysis, capital market & debt activities, along with treasury and cash management 31#32Experienced Leadership - Executive Team Tracy Colden EVP & General Counsel of Playa Hotels & Resorts Years in Industry 30+ years Time at Playa 2 years HH • 31 years of legal experience • CRESTLINE CAPITAL. Hogan Lovells Previous Experience • Prior law experience includes General Counsel, Executive Vice President and Corporate Secretary with Highland Hospitality Corporation (NYSE: HIH) and Crestline Capital Corporation (NYSE: CLJ); and Assistant General Counsel at Host Hotels & Resorts (formerly the Host Marriott Corporation), and associate at Hogan Lovells (formerly Hogan & Hartson). For the past 11 years, she acted as principal of The Law Offices of Tracy M. J. Colden in Miami and outside counsel for Chesapeake Lodging Trust (NYSE: CHSP). Fernando Mulet EVP & Chief Investment Officer of Playa Hotels & Resorts 20 years Barceló HOTEL RES HH 16 years PLAYA HOTELS & RESORTS" . Has been with Playa Hotels & Resorts since its inception in 2006 and currently heads its acquisitions group • Last served as Director of International Investment & Asset Management with Highland Hospitality • Started his career within the hospitality industry at Barceló Hotels & Resorts holding different positions both at the corporate and hotel level in Mexico, Spain and in the United States. 32 32#33Playa Hotels & Resorts Appendix - Portfolio Overview PLAYA HOTELS & RESORTS®#34JMPP 3 Hyatt Zilara Cancun Hyatt Ziva Cancun Wyndham Alltra Cancun Portfolio Overview - Yucatán Peninsula Wyndham Alltra Playa del Carmen Hilton Playa del Carmen Hyatt Zilara Riviera Maya Significant Year Built Renovation (1) Rooms 1 Hyatt Zilara Cancún Cancún, Mexico 2006 2017 310 2 Hyatt Ziva Cancún Cancún, Mexico 1975 2015 547 3 Wyndham Alltra Cancún Cancún, Mexico 1985 2018 458 Hyatt Ziva Riviera Cancun Wyndham Alltra Playa del Carmen Playa del Carmen, Mexico 1996 2018 287 5 Hilton Playa del Carmen Playa del Carmen, Mexico 2002 2019 524 6 Hyatt Zilara Riviera Maya(2) Riviera Maya, Mexico 2003 2021 291 7 Hyatt Ziva Riviera Cancún(2) Riviera Maya, Mexico 2008 2021 438 8 The Yucatan Playa del Carmen(2) Playa del Carmen, Mexico 2012 The Yucatan Resort Playa del Carmen Includes renovations, repositioning and expansions Management contract 9 Seadust Cancún Family Resort(2) 60 60 Cancún, Mexico 2006 2022 502 10 Kimpton Hacienda Tres Ríos Resort, Spa & Nature Park(2) Playa del Carmen, Mexico 2008 2023 255 PLAYA 1) HOTELS & RESORTS" 2) 34 34#35Portfolio Overview - Pacific Coast and Dominican Republic (11) (12) 14/15 Hyatt Ziva Puerto Vallarta Hyatt Ziva Los Cabos Hilton La Romana (16 Jewel Palm Beach (17) 18 19 Jewel Punta Cana Hyatt Ziva & Zilara Cap Cana Year Built Significant Renovation (1) Rooms 11 Hyatt Ziva Puerto Vallarta (12) Hyatt Ziva Los Cabos Puerto Vallarta, Mexico 1969 2017 335 (13) Wyndham Alltra Riviera San Jose del Cabo, Mexico Nuevo Vallarta, Mexico 2007 2015 591 2009 2022 229 Nayarit(2) 14 Hilton La Romana, All-ages La Romana, Dominican Republic (15) Hilton La Romana, Adults 1997 2019 418 La Romana, Dominican Republic 1997 2019 356 (20 16 Jewel Palm Beach Punta Cana, Dominican Republic 1994 2008 500 Sanctuary Cap Cana 17 Jewel Punta Cana Punta Cana, Dominican Republic 2004 620 18 Hyatt Ziva Cap Cana Cap Cana, Dominican Republic 2019 375 PLAYA 19 Hyatt Zilara Cap Cana Cap Cana, Dominican Republic 2019 375 1) HOTELS & RESORTS" 2) Includes renovations, repositioning and expansions Management contract 35 20 Sanctuary Cap Cana (2) Cap Cana, Dominican Republic 2008 2018 324 55#36Portfolio Overview - Dominican Republic and Jamaica Hyatt Ziva & Zilara Rose Hall 21 22 (24) Hilton Rose Hall Year Built Significant Renovation (1) Rooms (25 21 Wyndham Alltra Samana(2) Jewel Paradise Cove 22 Hyatt Zilara Rose Hall Samana, Dominican Republic Montego Bay, Jamaica 1998 2004 404 2000 2017 344 23 Hyatt Ziva Rose Hall Montego Bay, Jamaica 2000 2017 276 (24 Hilton Rose Hall Montego Bay, Jamaica 1974 2017 495 Jewel Paradise Cove St. Ann's Bay, Jamaica 1977 2013 225 (25 Jewel Grande (owned) Montego Bay, Jamaica 2010 2017 88 (26) Jewel Grande (managed) (2) Montego Bay, Jamaica 2010 2017 129 26 Jewel Grande PLAYA 1) Includes renovations, repositioning and expansions HOTELS & RESORTS" 2) Management contract. The Jewel Grande towers which we either own or manage are considered one resort 36#37PLAYA HOTELS & RESORTS® HYATT ZILARA HYATT ZIVA™ ALL INCLUSIVE RESORTS Hilton WYNDHAM ALL-INCLUSIVE Alltra ALL-INCLUSIVE RESORTS JEWEL RESORTS Sanctuary ALL-INCLUSIVE ADULT RESORT JAMAICA CAP CANA TAPESTRY COLLECTION by Hilton CANCUN | CAP CANA | LA ROMANA | LOS CABOS | MONTEGO BAY | PLAYA DEL CARMEN | PUERTO VALLARTA | RUNAWAY BAY ©2023 Proprietary and Confidential. All Rights Reserved.