1. F&B Financial Understanding Food & Beverage consolidated Cost report F&B South Sinai Council March 25 th, 2008

2. OBJECTIVES The objective of this discussion is to enlarge the knowledge of the F&B Council Team in terms of financial understanding by using the most used chart of accounts as well as to have a better understanding of the F&B cost During this discussions we will go through the following topics:  Food reconciliation report  Beverage reconciliation report  Pricing decisions, methods and approaches

3. RECONCILIATION OF FOOD COST MONTH OF FEBRUARY 2009 FEB. 2009 JAN. 2009 FEB. 2008 OCCUPANCY71.90% 62.34% 81.32% NO OF COVER 121619.00 114124.00 137384.00 SALES 3626356.04 3,395,794.00 4,087,910.00 OPENING INVENTORY FOOD STORE OPENING 617,820.99 627,586.31 475,663.48 KITCHEN STORE OPENING 69,619.42 51,308.37 110,415.36 OUT LETS OPENING 13,028.76 21,463.03 14,990.90 TOTAL 700,469.17 700,357.71 601,069.74 NET PURCHASING FOOD STORE PURCHASING 1,216,710.36 1,187,399.38 1,212,766.14 KITCHEN STORE PURCHASING 317,148.10 321,500.25 439,833.25 TOTAL 1,533,858.46 1,508,899.63 1,652,599.39 CLOSING FOOD STORE CLOSING 619,990.47 617,820.99 444,541.30 KITCHEN STORE CLOSING 89,034.67 69,619.42 111,054.69 OUT LETS CLOSING 15,194.22 13,028.76 15,658.02 TOTAL 724,219.36 700,469.17 571,254.01 BEVERAGE TO FOOD 0.00 GROSS FOOD CONSUMED41.64%1,510,108.2744.43%1,508,788.1741.16%1,682,415.12 ** Less Credit to Cost** COMPLIMENTRY A&G 1,596.00 281.76 1,309.40 COMPLIMENTARY EDP 0.00 35.60 475.70 COMPLIMENTARY F&B 241.92 214.82 100.74 COMPLIMENTARY HR 32.62 10.42 133.74 COMPLIMENTARY ROOMS 9,948.40 7,919.70 2,401.20 COMPLIMENTARY Security 0.00 COMPLIMENTARY SALES 11,926.57 455.36 12,001.69 COMPLIMENTARY R&M 0.00 756.00 622.84 FRUIT BASKET 4,618.92 3,675.49 3,632.40 FOOD FOR (ANIMATION) 16,970.80 13,485.00 11,310.00 FOOD TO BEVERAGE 10,798.42 13,398.47 3,666.47 COMPLIMENTARY REC 423.36 0.00 STEWARDED SALES FORM kitchen 637.52 217.68 227.39 STEWARDED SALES FORM STORE 0.00 137.97 BELEVEDER HOTEL 0.00 IBEROTEL CLUB FANARA 2,030.05 0.00 FOOD FOR AREA CHEF ENG 370.80 374.40 302.40 FOOD FOR (D.J) 2,340.80 1,860.00 1,395.00 A&G SECURITY EXP NW. 14,043.00 15,569.50 13,308.00 SHAMS SUITES FROM KIT. STORE 2,365.95 11,313.43 0.00 HK Marble Cleaning 2,380.00 2,635.00 2,320.00 SHAMS SUITES FROM FOOD STORE 4,270.61 16,162.42 0.00 PEST CONTROL 2,380.00 2,635.00 2,320.00 Employee Meals Shams Suites 4,649.50 0.00 594.00 ** TOTAL CREDIT :- 92,025.24 91,000.05 56,258.93 Deference 0.00 GROSS COST OF FOOD39.10%1,418,083.0341.75%1,417,788.1239.79%1,626,658.15 EMPLOYEE MEALS4.19%151,923.625.09%172,828.803.98%162,794.60 NET FOOD COST AFTER MEALS34.92%1,266,159.4136.66%1,244,959.3235.81%1,463,863.55 Sponsorship 0.00 NET FOOD COST AFTER MEALS34.92%1,266,159.4136.66%1,244,959.3235.81%1,484,999.41 INVENTORY TURN 2.12 2.15 2.87 Cost Per Person 30.91 32.41 31.99

4. OBJECTIVES The objective of this training is to enlarge the knowledge of the F&B Council Team in terms of financial understanding by using the most used chart of accounts as well as to have a better understanding of the F&B cost During this training we will go through the following topics: Food reconciliation report Beverage reconciliation report RECONCILIATION OF BEVERAGE COST MONTH OF FEBRUARY 2009 FEB. 2009 JAN. 2009 FEB. 2008 OCCUPENCY 71.90% 62.34% 81.32% NO OF GUEST 40957.00 38412.00 46415.00 SALES 830,530.00 807,122.00 1,080,980.00 OPENING INVENTORY BEVERAGE STORE OPENING 417,125.68 488,226.61 295,048.40 OUT LETS OPENING 142,905.04 155,662.05 119,326.49 TOTAL 560,030.72 643,888.66 414,374.89 NET PURCHASING BEVERAGE STORE PURCHASING 556,852.56 619,554.79 679,902.10 TOTAL 556,852.56 619,554.79 679,902.10 CLOSING BEVERAGE STORE CLOSING 332,258.11 417,125.68 287,081.94 OUT LETS CLOSING 160,820.38 142,905.04 117,913.41 TOTAL 493,078.49 560,030.72 404,995.35 FOOD TO BEVRAGE 10,798.42 13,398.47 3,666.47 GROSS BEVERAGE CONSUMED76.41%634,603.2188.81%716,811.2064.10%692,948.11 ** Less Credit to Cost** COMPLIMENTRY A&G 731.67 0.00 570.80 COMPLIMENTARY EDP 0.00 204.64 COMPLIMENTARY F&B 142.28 0.00 62.30 COMPLIMENTRY REC. 169.96 0.00 COMPLIMENTARY HR 40.81 0.00 84.73 COMPLIMENTARY ROOMS 557.87 0.00 2,391.47 COMPLIMENTARY Security 0.00 COMPLIMENTARY SALES 4,724.16 0.00 5,209.92 COMPLIMENTARY R&M 0.00 230.22 Beverage To Food 0.00 CANTEEN FOR STAFF(housing) 245.26 0.00 183.41 BEVERAGE FOR (ANIMATION) 951.66 0.00 5,280.26 STEWARDED SALES FROM STORE 167.66 207.36 121.61 STEWARDED SALES FROM BARS 0.00 55.42 0.00 COMPLIMENTRY REC. 0.00 STEWARDED SALES FORM (mini bar) 0.00 FRUIT BASKET ( Local Wine ) 1,480.50 0.00 SHAMS SUITES 3,961.18 11,216.72 0.00 BEV FOR AREA CHEF ENG 47.02 0.00 71.82 BEVERAGE FOR (D.J) 131.26 0.00 677.20 A&G SECURTY EXP. 639.89 0.00 1,997.73 HK Marble Cleaning 106.10 0.00 71.39 PEST CONTROL 106.10 0.00 71.39 ** TOTAL CREDIT :- 14,203.39 11,479.50 17,228.89 Difference 0.00 GROSS COST OF BEVERAGE74.70%620,399.8287.39%705,331.7062.51%675,719.22 EMPLOYEE MEALS2.54%21,058.750.00%0.001.72%18,539.94 NET BEVERAGE COST AFTER MEALS72.16%599,341.0787.39%705,331.7060.79%657,179.28 Sponsor Pepsi Cola 0.00 32,000.00 0.00 NET BEVERAGE COST AFTER RESIDENCE72.16%599,341.0783.42%673,331.7060.79%657,179.28 INVENTORY TURN 1.21 1.19 1.69 Cost Per Person 14.63 17.53 14.16

5. OBJECTIVES  Pricing decisions, methods and approaches There are different ways to set a price for any commodity, indeed our food & beverage items are one of these commodities which we need to set a selling price, to be able to have a sell. The price of any item in either the food menu or the beverage menu will have a great influence on the following;  Average check/cover  Total outlet revenue  Food and Beverage cost percentage  Food and beverage yield percentage  Food & Beverage profitability  Store rotation rate  Guest satisfaction  Manning guide needed to operate

6. OBJECTIVES  Pricing decisions, methods and approaches Most common approaches for pricing decisions  Cost based approach  Follow the competition approach  Historical data approach  Head office dictation approach  Guest expectation and level of acceptance approach  Menu engineering to reach desired average check per cover approach