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Savills plc Results for Year Ended

31 December 2011

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Disclaimer

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Forward-looking statements

These slides contain certain forward-looking statements including the Group’s

financial condition, results of operations and business, and management’s

strategy, plans and objectives for the Group. These statements are not

guarantees of future performance and are subject to risks, uncertainties and

other factors, some of which are beyond the Group’s control, are difficult to

predict and could cause actual results to differ materially from those expressed

or implied or forecast in the forward-looking statements. These factors include,

but are not limited to, the fact that the Group operates in a highly competitive

environment. All forward-looking statements in these slides are based on

information known to the Group on the date hereof. The

Group undertakes no obligation publicly to update or revise

any forward-looking statements, whether as a result of new

information, future events or otherwise

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Presentation Format

Results

Introduction

Financial Review

Operational Review, Strategic Priorities

Focus on Global Residential Business

Summary and Outlook

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Revenue up 7% to £721.5m (2010: £677.0m)

Underlying PBT up 7% to £50.4m (2010: £47.3m)

Market share growth in Mainland China and Hong Kong

Continued strength in Prime London Residential

Significant improvements in United States and Cordea Savills

Increased investment in the business

Underlying Basic EPS up 4% to 29.0p (2010: 27.9p)

Dividend increased 4% to 13.5p per share (2010: 13.0p)

Highlights

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Financial Review

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Summary Underlying Results

Year ended December (£ millions) 2011 2010 % chg

Revenue 721.5 677.0 6.6%

Underlying profit before tax 50.4 47.3 6.6%

Underlying PBT margin 7.0% 7.0%

Underlying basic earnings per share 29.0p 27.9p 3.9%

Dividend per share 13.5p 13.0p 4.0%

Net cash 73.6 86.9 (15.3)%

Net assets 204.4 209.1 (2.2)%

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Underlying PBT Reconciliation

Year ended December (£ millions) 2011 2010

Reported profit before tax 40.0 36.8

Goodwill/intangible/investment impairments/amortisation 10.0 7.1

Share-based payment adjustment 0.8 3.3

Restructuring costs 1.9 -

(Profit)/loss on disposal of subsidiaries, joint venture &

available-for-sale investment

(2.3)

0.1

Underlying PBT 50.4 47.3

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Global Revenue and Underlying PBT

Year ended December

(£ millions)

Revenue

2011

2010

% chg

UPBT

2011

2010

% chg

Transaction Advisory 275.3 270.7 1.7% 24.2 30.8 (21.4)%

Property Management 278.6 243.7 14.3% 16.7 14.4 16.0%

Consultancy 143.4 134.2 6.9% 12.6 10.6 18.9%

Fund Management 20.8 19.0 9.5% 4.7 3.4 38.2%

Other / Financial Services 3.4 9.4 (63.8)% (7.8) (11.9) 34.5%

Total 721.5 677.0 6.6% 50.4 47.3 6.6%

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Transactional Business

Year ended December

(£ millions)

Revenue

2011

2010

% chg

UPBT

2011

2010

% chg

Commercial Transactions - Asia Pacific

- UK

- Europe

- America

80.2

47.9

26.0

6.3

85.5

48.2

30.2

3.1

(6.2)%

(0.6)%

(13.9)%

103.2%

11.2

4.6

(8.8)

(1.4)

13.4

7.7

(4.3)

(3.6)

(16.4)%

(40.3)%

(104.7)%

61.1%

Residential Transactions - UK

- Asia Pacific

95.0

19.9

86.8

16.9

9.4%

17.8%

14.8

3.8

13.3

4.3

11.3%

(11.6)%

Total 275.3 270.7 1.7% 24.2 30.8 (21.4)%

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Non-transactional Business

Year ended December

(£ millions)

Revenue

2011

2010

% chg

PBT

2011

2010

% chg

Property Management - Asia Pacific

- UK

- Europe

172.4

77.8

28.4

151.0

72.4

20.3

14.2%

7.5%

39.9%

10.9

6.5

(0.7)

10.4

5.8

(1.8)

4.8%

12.1%

61.1%

Total Property Management 278.6 243.7 14.3% 16.7 14.4 16.0%

Consultancy - UK

- Asia Pacific

- Europe

107.4

24.9

11.1

97.5

26.3

10.4

10.2%

(5.3)%

6.7%

10.9

1.8

(0.1)

9.1

1.6

(0.1)

19.8%

12.5%

0.0%

Total Consultancy 143.4 134.2 6.9% 12.6 10.6 18.9%

Fund Management 20.8 19.0 9.5% 4.7 3.4 38.2%

Other / Financial Services 3.4 9.4 (63.8)% (7.8) (11.9) 34.5%

Total 446.2 406.3 9.8% 26.2 16.5 58.8%

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Business Review

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Market share growth in Mainland China and Hong Kong despite falling volumes in

Hong Kong

UK and Europe market slowed in second half prompted by Euro

Hire of sector specialists and small acquisitions to benefit in future periods

US significantly improved with continued investment in the business

Commercial Transaction Advisory Business

Year ended December (£ millions)

Revenue 2011

2010

% chg

PBT 2011

2010

% chg

Commercial Transactions - Asia Pacific

- UK

- Europe

- America

80.2

47.9

26.0

6.3

85.5

48.2

30.2

3.1

(6.2)%

(0.6)%

(13.9)%

103.2%

11.2

4.6

(8.8)

(1.4)

13.4

7.7

(4.3)

(3.6)

(16.4)%

(40.3)%

(104.7)%

61.1%

Total 160.4 167.0 (4.0)% 5.6 13.2 (57.6)%

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UK Prime Residential market performed strongly, particularly in Prime Central London

New offices in Mayfair, Chelsea and St John’s Wood

In UK market outside London showing signs of recovery in Q4 2011

Reduced activity in Asia Pacific towards year end and growth costs reduced profits

Residential Transaction Advisory Business

Year ended December (£ millions)

Revenue 2011

2010

% chg

PBT 2011

2010

% chg

Residential Transactions

- UK - Asia Pacific

95.0 19.9

86.8 16.9

9.4% 17.8%

14.8 3.8

13.3 4.3

11.3% (11.6)%

Total 114.9 103.7 10.8% 18.6 17.6 5.7%

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Area under management up 23% to c.1,360m ft² (2010: 1,105m ft²)

Asia Pacific - continued revenue growth but expansion costs and minimum wage

legislation restricted PBT growth

UK - benefited from investment in previous year plus some significant contract wins

Continental Europe - benefited from termination of unprofitable contracts and

acquisition in Sweden

Property Management

Year ended December (£ millions)

Revenue 2011

2010

% chg

PBT 2011

2010

% chg

Property Management - Asia Pacific

- UK

- Europe

172.4

77.8

28.4

151.0

72.4

20.3

14.2%

7.5%

39.9%

10.9

6.5

(0.7)

10.4

5.8

(1.8)

4.8%

12.1%

61.1%

Total 278.6 243.7 14.3% 16.7 14.4 16.0%

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Consultancy

Year ended December

(£ millions)

Revenue

2011

2010

% chg

PBT

2011

2010

% chg

Consultancy - UK

- Asia Pacific

- Europe

107.4

24.9

11.1

97.5

26.3

10.4

10.2%

(5.3)%

6.7%

10.9

1.8

(0.1)

9.1

1.6

(0.1)

19.8%

12.5%

0.0%

Total 143.4 134.2 6.9% 12.6 10.6 18.9%

Strong performance from valuation teams, but reduced bank lending in Europe remains

UK Planning consultancy benefited from acquisition of the London Planning Practice

Asia Pacific discontinuation of unprofitable business reduced revenue but improved PBT

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Funds under management rose 3% to €3.4bn (2010: €3.3bn)

Strong inflows from flagship funds (Charities Property Fund, UK Income and Growth

Funds and Euro Commercial Fund) and commitments to segregated investment

mandates

Exited a number of uneconomic investment mandates

In January 2012 acquired International Property Asset Management GmbH in

Germany

Fund Management

Year ended December (£ millions)

Revenue 2011

2010

% chg PBT 2011

2010

% chg

Fund Management 20.8 19.0 9.5% 4.7 3.4 38.2%

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Year ended December (£ millions)

Revenue 2011

2010

% chg

PBT 2011

2010

% chg

Commercial Transactions

Property Management

Consultancy

26.0

28.4

11.1

30.2

20.3

10.4

(13.9)%

39.9%

6.7%

(8.8)

(0.7)

(0.1)

(4.3)

(1.8)

(0.1)

(104.7)%

61.1%

0.0%

Total 65.5 60.9 7.6% (9.6) (6.2) (54.8)%

Europe

Economic crisis affected Transaction markets

PM revenue growth through acquisition (Sweden); profits improving (investment)

Ireland made €0.5m profit

£2.6m investment in core Europe (2010: £0.6m) in leasing teams /valuation

£1.2m restructuring costs (Rome/Barcelona closed)

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Resilient Performance through Diversification

UK 49%

Asia 41%

Europe 9%

US 1%

2011 Revenue by Geography £’m

UK 352.3

Asia 297.4

Europe 65.5

US 6.3

Property & Facilities

Mgmt 39%

Transaction 38%

Consultancy 20%

Fund Mgmt 3%

Other <1%

2011 Revenue by Business £’m

Transaction Advisory 275.3

Property / Facilities Mgmt 278.6

Consultancy 143.4

Fund Management 20.8

Other 3.4

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The Savills Proposition

To be the advisor of choice in our core markets

The Savills differentiation is:

Our Brand

Strength in both prime Residential and prime Commercial

Market leaders in UK and Asia with global network

Highest quality staff

Performance driven culture

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Management Priorities

Expand our Global Residential presence and branding

Further expansion in London Residential - new office openings

Strengthen our global platform/capability to capture/advise global capital flows

Continue growth of Global Property Management

Build our European Fund management platform and review international

opportunities

Investment in Global client service platform (IT)

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Progress against these priorities - Organic

Strategic Priorities

Global Prime Residential Rupert Sebag-Montefiore – Chairman

Recruitment in Sydney and Asia

South of France under review

Global Cities research programme initiated

New York Residential Association - Stribling

Global Cross-Border Capital Markets Simon Hope - Chairman

Recruitment of US based cross border and hospitality teams

London team recruited

Progress since 2010

European Fund / Asset Management Recruitment in core Europe (Germany/France)

Recruitment in Asia

Operating Platform Commitment to new Residential Agency system and CRM investment programme

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Progress against these priorities - Acquisitions

* Price shown is total. All acquisition payments phased over a number of years

Acquisitions Business Activity Price £ *

2011

Sweden Property & Project Management £3.8m

Sweden Facilities Management £1.8m

London Retail £2.5m

London Planning £1.3m

Singapore Property Management £0.6m

2012

London Investment Agency £1.6m

Germany Fund Management £4.6m

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savills.co.uk

Savills Strategy for Global Residential

Rupert Sebag-Montefiore

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Strategy in 2 Parts

Global Strategy

London Strategy

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Concentrate on major world cities

Residential growth strategy

With high profile

High profile markets BUT with low values and turnover = lower profits

With high values

With high unit turnover

Build profile with associate firms i.e. their business but our

brand

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Most valuable residential markets

All have both primary & re-sale markets

All have strong commercial markets

All have worldwide profile

Many HNWI’s have interests in more than one of these cities

Long term targets are New York & Paris BUT Savills has unique advantage of existing business &

profile in the Asia Pacific cities

Sydney Shanghai Singapore Hong Kong London Paris (&

Riviera)

New York Moscow

Savills Associate Associate Savills Savills Savills Savills Associate

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Hong Kong still leads in value -

despite recent price falls

0

50

100

150

200

250

Jun-11 Dec-11

Source: Savills Research 28

Offensive

Global Residential - Why?

Defensive

The super wealthy are ever more globally connected

They are acquiring property around the world

Prime for their own occupation

Investments for letting/children’s education

With our Asian offices, Savills has a better residential coverage than our competitors

Residential promotes the Savills brand

Residential now a recognised investment asset class

To protect & enhance our market share in London

To protect & enhance Savills Residential brand 29

UK Residential - a snapshot

70 UK offices (23 in London)

Residential Consultancy (Planning and Housing): £27.9m turnover and £3.1m profit

Over 75% of sales and lettings profits are London

2011 Global Residential related revenue (including Asia) was £160m – 22% of Group total

Revenue - £’m

Year 2011 2010 %

Transaction/ Agency 95.0 86.8 9%

Leasing/Management 17.5 16.2 8%

Total 112.5 103.0 9%

Profit - £’m

Year 2011 2010 %

Transaction/ Agency 14.8 13.3 11%

Leasing/Management 2.2 1.9 16%

Total 17.0 15.2 12%

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Strategic decision to concentrate on London

Recent New Offices

2007 Knightsbridge (Chesterfields)

2008 Mayfair & Battersea

2011 St Johns Wood & Chelsea (temp)

2012 Chelsea (Fulham Road)

Notting Hill

Fulham Palace (Bishop’s Park)

2013 and beyond

2 to 3 new London offices per

annum, market and key player

dependent Recent openings

2012 office openings 32

Savills – the market leader at the top end

Source: Savills Research

Savills 25.4%

Other agents 24.1% Knight Frank, 21.9%

Strutt & Parker, 4.6%

Hamptons, 3.9%

Private Sale, 3.1%

Beauchamp Estates, 2.9%

Aylesford, 2.4%

Wetherell, 2.2%

Aston Chase, 1.8%

Glentree, 1.8%

Russell Simpson, 1.8% Sotheby's, 1.5% John D Wood, 1.3%

TK International, 1.3%

Includes second hand & new homes sales

Includes half commission deals

Excludes OHP

Proportion of

deals over £5m

in 2011 in

Central London

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Prime London purchasers in 2011

UK, 66%

China & Pacific Asia,

4%

Eastern Europe and The CIS, 4%

North Africa and the Middle

East, 3%

Western Europe

including Nordic

Countries, 14%

Africa, 2%

South Asian sub-continent,

2%

North America, 4%

Other, 1%

UK, 37%

China & Pacific Asia,

32.65%

Eastern Europe and

The CIS, 7.76%

North Africa and the

Middle East, 12.65%

Western Europe

including Nordic

Countries, 4.90% Africa, 0.82%

South Asian sub-

continent, 3.27% North

America, 0.41%

Other, 0.41%

Re-sales Net overseas equity inflow £3.6bn

New Build Net overseas equity inflow £1.4bn

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Summary of Savills Global Strategy

To grow residential in major cities outside London

To extend Savills leadership in London

The Result

To use our current platform to build the

Leading

Prime Global Residential

Network & Brand

The Result

To use our current platform

to enhance our

Leading

Prime Global Residential

Business

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Summary

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Summary & Outlook

Summary

Results demonstrate strength of Savills business model

Strong balance sheet – no debt

Outlook

2012 H1 challenging for some transactional markets but improvement expected in H2

UK prime residential and London Commercial resilient

China and non Transactional business growth to offset short term volume reductions in

HK

Action taken to improve continental European performance

Subject to unforeseen circumstances, we anticipate performing in line with expectations

for 2012

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