Trading Update Presentation
Results for the Nine Months Ended 30 September 2021
Release: 25 November 2021
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Disclaimer
You must read the following before continuing
This presentation has been prepared by Thame and London Limited, TVL Finance plc and Travelodge Hotels Limited (collectively, “the “Company”) solely for informational purposes. For the purposes of this
disclaimer, the presentation that follows shall mean and include the slides that follow, the oral presentation of the slides by the Company or any person on their behalf, any question and answer session that
follows the oral presentation, hard copies of this document and any materials distributed in connection with the presentation. By attending the meeting at which the presentation is made, dialling into the
teleconference during which the presentation is made or reading the presentation, you will be deemed to have agreed to all of the restrictions that apply with regard to the presentation and acknowledged that
you understand the legal and regulatory sanctions attached to the misuse, disclosure or improper circulation of the presentation. The Company does not make any representation or warranty or other
assurance, express or implied, that this document or the information contained herein or the assumptions on which they are based are accurate, complete, adequate, fair, reasonable or up to date and they
should not be relied upon as such. The Company does not accept any liability for any direct, indirect or consequential loss or damage suffered by any person as a result of relying on all or any part of this
document and any liability is expressly disclaimed.
The Company has included non-IFRS financial measures in this presentation. These measurements may not be comparable to those of other companies. Reference to these non-IFRS financial measures
should be considered in addition to IFRS financial measures, but should not be considered a substitute for results that are presented in accordance with IFRS.
The information contained in this presentation has not been subject to any independent audit or review. A significant portion of the information contained in this document, including all market data and trend
information, is based on estimates or expectations of the Company, and there can be no assurance that these estimates or expectations are or will prove to be accurate. Our internal estimates have not been
verified by an external expert, and we cannot guarantee that a third party using different methods to assemble, analyse or compute market information and data would obtain or generate the same results. We
have not verified the accuracy of such information, data or predictions contained in this report that were taken or derived from industry publications, public documents of our competitors or other external
sources. Further, our competitors may define our and their markets differently than we do. In addition, past performance of the Company is not indicative of future performance. The future performance of the
Company will depend on numerous factors which are subject to uncertainty.
Certain statements contained in this document that are not statements of historical fact, including, without limitation, any statements preceded by, followed by or including the words “will,” “targets,” “believes,”
“expects,” “aims,” “intends,” “may,” “anticipates,” “would,” “could” or similar expressions or the negative thereof, constitute forward-looking statements, notwithstanding that such statements are not specifically
identified. In addition, certain statements may be contained in press releases, and in oral and written statements made by or with the approval of the Company that are not statements of historical
fact and constitute forward-looking statements. Examples of forward-looking statements include, but are not limited to: (i) statements about future financial and operating results; (ii) statements of strategic
objectives, business prospects, future financial condition, budgets, potential synergies to be derived from acquisitions, projected levels of production, projected costs and projected levels of revenues and
profits of the Company or its management or board of directors; (iii) statements of future economic performance; and (iv) statements of assumptions underlying such statements.
Forward-looking statements are not guarantees of future performance and involve certain risks, uncertainties and assumptions which are difficult to predict and outside of the control of the management of the
Company. Therefore, actual outcomes and results may differ materially from what is expressed or forecasted in such forward-looking statements. We have based these assumptions on information currently
available to us, if any one or more of these assumptions turn out to be incorrect, actual market results may differ from those predicted. While we do not know what impact any such differences may have on our
business, if there are such differences, our future results of operations and financial condition, and the market price of the notes, could be materially adversely affected. You should not place undue reliance on
these forward-looking statements. All subsequent written and oral forward-looking statements attributable to the Company or any person acting on its behalf are expressly qualified in their entirety by the
cautionary statements referenced above. Forward-looking statements speak only as of the date on which such statements are made. The Company expressly disclaims any obligation or undertaking to
disseminate any updates or revisions to any forward-looking statement to reflect events or circumstances after the date on which such statement is made, or to reflect the occurrence of unanticipated events.
We have included other operating information in this presentation, some of which we refer to as “key performance indicators.” We believe that it is useful to include this operating information as we use it for
internal performance analysis, and the presentation by our business divisions of these measures facilitates comparability with other companies in our industry, although our measures may not be comparable
with similar measurements presented by other companies. Such operating information should not be considered in isolation or construed as a substitute for measures prepared in accordance with IFRS.
The presentation does not constitute or form part of, and should not be construed as, an offer to sell or issue, or the solicitation of an offer to purchase, subscribe to or acquire the Company or the Company’s
securities, or an inducement to enter into investment activity in any jurisdiction in which such offer, solicitation, inducement or sale would be unlawful prior to registration, exemption from registration or
qualification under the securities laws of such jurisdiction. No part of this presentation, nor the fact of its distribution, should form the basis of, or be relied on in connection with, any contract or commitment or
investment decision whatsoever. This presentation is not for publication, release or distribution in any jurisdiction where to do so would constitute a violation of the relevant laws of such jurisdiction nor should it
be taken or transmitted into such jurisdiction.
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 Increase in demand following lifting of all legal restrictions on 19 July ‘Freedom Day’
 High levels of leisure demand over summer with a number of record trading weeks
 Significant benefit from reduced VAT rate
 Costs benefitting from strong cost control and reduced rents under the CVA
 Overall financial results for the quarter ended 30 September 2021 (vs 2019):
– Overall Q3 revenue up 9.9% to £229.5m (2019: £208.8m) (2020: £88.2m)
– LFL RevPAR(1) up 11.8% to £53.54 (2019: £47.89)
– RevPAR growth(1) 17.8 pts ahead of competitive segment vs 2019 (10.5pts vs 2020)
– EBITDA (adjusted)(2) profit of £87.0m (2019: profit of £57.5m) (2020: profit of £4.1m)
 15 new hotels opened in the year to date
 Cash at 30 September of £151.4m
Summary
Strong quarter 3 performance but continue to face uncertainty
1. RevPAR is computed as the product of the Average Daily Rate for a specified period multiplied by the Occupancy for that period. Like-for-like (“LFL”) RevPAR compares the RevPAR in Q3 2021 vs. Q3 2019 on
the basis of RevPAR generated by hotels that were opened before 1 January 2019.
2. EBITDA (adjusted) = Earnings before interest, tax, depreciation, amortisation and before rent adjustment and non-underlying items, before IFRS16. Non-underlying items have been removed as they relate to
non-recurring, one-off items.
4
Q3 and Q3 YTD
Results
5

(71%) (71%) (66%) (64%) (36%) (25%) (3%) 30% 19% Essential business travel 2021 vs Key Workers 2020 Lifting of restrictions 17 May	10%
P1 P2 P3 P4 P5 P6 P7 P8 P9	P10

AssignmentTutorOnline

(80%)
(60%)
(40%)
(20%)
0%
20%
40%
0.0
10.0
20.0
30.0
40.0
50.0
60.0
70.0
80.0
YoY %
£m
UK accomodation sales
FY19 FY20 FY21 vs FY19 %
Covid-19 Impact on Trading
Significant recovery in trading over high leisure demand months, ahead of 2019
UK accommodation revenue (exc. management contracts) presented on management accounting periods (5/4/4 weekly basis)
P1- 9 Q3 YTD
‘Freedom Strong leisure demand
Day’ 19
July
6
Q3 Operating Metrics
Strong Q3 trading performance driven by leisure demand, benefiting from reduced VAT rate
LFL1 RevPAR (£)2
LFL1 Occupancy (%)2 LFL1 ADR (£)2
RevPAR increase driven by strong leisure demand
1. RevPAR is computed as the product of the Average Daily Rate for a specified period multiplied by the Occupancy for that period. Like-for-like (LFL) RevPAR compares the RevPAR in Q3 2021
vs. Q3 2020 and 2019 on the basis of RevPAR generated by hotels in the UK that were opened before 1 January 2019.
2. Occupancy, ADR and RevPAR for UK leased estate only.
Q3 2021 vs. Q3 2019
 RevPAR: like-for-like UK RevPAR
increase of 11.8%
 RevPAR vs Market: 17.8pts
outperformance against MSE segment
 Occupancy: occupancy decline
(1.1)pts to 83.6%
 ADR: up 13.3% to £64.04
Q3 RevPAR Performance
47.89

53.54
Q3 2019 Q3 2020 Q3 2021
84.7

83.6
Q3 2019 Q3 2020 Q3 2021
56.53

64.04
Q3 2019 Q3 2020 Q3 2021
(6.0)%
11.8%
STR MS&E vs 2019 Travelodge
7
Q3 Financial Results
Record quarter 3 financial results
Revenue (£m) EBITDA(1) (£m)
Revenue increase driving EBITDA growth
1. EBITDA (adjusted) = Earnings before interest, tax, depreciation, amortisation and before rent adjustment and non-underlying items, before IFRS16. Non-underlying items have been removed
as they relate to non-recurring, one-off items.
Q3 2021 vs. Q3 2019
 Revenue increase of 9.9%/£20.7m driven by strong leisure demand and benefit of reduced VAT rate
 Like-for-like UK RevPAR increase of 11.8% with record levels in high demand tourism destinations
 Spain down (48)%/£(1.9)m with reduced level of demand
 EBITDA(1) increased by £29.5m to a record profit of £87.0m driven by:
 Revenue increases
 Continued strong cost control and management of supply chain pressures
 Temporary rent reductions under the CVA (c. £14m), utilisation of the job retention scheme (£2m)
208.8

229.5
Q3 2019 Q3 2020 Q3 2021
9.9%
57.5

87.0
Q3 2019 Q3 2020 Q3 2021
8
Q3 YTD Operating Metrics
Track record of outperformance continues
LFL1 RevPAR (£)2
LFL1 Occupancy (%)2 LFL1 ADR (£)2
RevPAR decline driven by the first half, due to hotel closures and Covid-19 restrictions
1. RevPAR is computed as the product of the Average Daily Rate for a specified period multiplied by the Occupancy for that period. Like-for-like (LFL) RevPAR compares the RevPAR in Q3 YTD
2021 vs. Q3 YTD 2020 and 2019 on the basis of RevPAR generated by hotels in the UK that were opened before 1 January 2019.
2. Occupancy, ADR and RevPAR for UK leased estate only.
Q3 YTD 2021 vs. Q3 YTD 2019
 RevPAR: like-for-like UK RevPAR
decline of (30.6)%
 RevPAR vs Market: 10.6pts
outperformance against MSE segment
 Occupancy: occupancy decreased
(22.7)pts to 57.9%
 ADR: down (3.5)% to £50.92
Q3 YTD RevPAR Performance
42.52

Q3 YTD 2019 Q3 YTD 2020 Q3 YTD 2021
80.6

Q3 YTD 2019 Q3 YTD 2020 Q3 YTD 2021
52.76

50.92
Q3 YTD 2019 Q3 YTD 2020 Q3 YTD 2021
(41.2)% (30.6)%
STR MS&E Travelodge
vs 2019
9
Q3 YTD Financial Results
RevPAR recovery and cost control driving return to profitability
Revenue (£m) EBITDA(1) (£m)
First half revenue declines impacting EBITDA
1. EBITDA (adjusted) = Earnings before interest, tax, depreciation, amortisation and before rent adjustment and non-underlying items, before IFRS16. Non-underlying items have been removed
as they relate to non-recurring, one-off items.
Q3 YTD 2021 vs. Q3 YTD 2019
 Revenue decrease of (33.6)%/£(189.4)m due to the impact of Covid-19:
 Like-for-like UK RevPAR decline of (30.6)% with hotel closures and reduced levels of demand during first months of the year
 Spain down (65)%/£(7.3)m with hotel closures
 EBITDA(1) decreased by £(58.5)m to a profit of £43.7m driven by:
 Revenue declines
 Partially offset by actions to reduce run-rate operating costs including strong cost control, temporary rent reductions under the
CVA (c. £40m), utilisation of the job retention scheme (c. £21m), business rates holiday (£20m) and restart grants (£9m)
564.1

Q3 YTD 2019 Q3 YTD 2020 Q3 YTD 2021
102.2
(48.3)

Q3 YTD 2019 Q3 YTD 2020 Q3 YTD 2021
10
Q3 YTD Cash Flow
YTD cash inflow with the trading recovery driving an EBITDA profit and seasonal working capital inflow
£m
1. EBITDA (adjusted) = Earnings before interest, tax, depreciation, amortisation and before rent adjustment and non-underlying items, before IFRS16. Non-underlying items have been removed as they relate to
non-recurring, one-off items.
• Cash inflow of £15.2m driven by EBITDA and working capital benefit offsetting capital investments and interest costs
• Working capital benefit mainly driven by increase in prepaid rooms of c. £29m, reflecting a more normal seasonal pattern with the trading
recovery
• Capital investment relates mainly to hotel maintenance, health & safety, IT, new development and robot vacuums
136.2 151.4
43.7
29.5 (26.4)
(26.6)
(0.8) (3.2) 0.4 (1.4)
0.0
50.0
100.0
150.0
200.0
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Net Debt and Leverage
Debt (£m)
 Cash on Balance Sheet: £151.4m at 30 September
2021
 Pre-existing RCF: £40m (fully drawn). Covenant holiday
in place until and including 31 December 2021 (next test
date March 2022, discussions to continue in early 2022
when final budget is available).
 Super Senior Term Facility: £60m facility fully funded in
December 2020. No scheduled repayment of principal
before maturity (July 2024) with initial fees deferred until
after Dec 2021 and proportion of interest PIK’d at group’s
election
 Senior Secured FRN’s private placement of £65m at an
issue price of 96.0% and coupon of 9.0%
 Letter of Credit Facility: £30m (£27.8m utilised)
Liquidity / Financial Ratios
Solid liquidity position
Note:
1. Before IFRS16
2. Super Senior Term Facility includes deferred fees of £1.9m and capitalised PIK interest of £1.2m

£m	30-Sep
Cash and Cash Equivalents	151.4
Pre existing RCF	40.0
Super Senior Term Facility	63.1
FRNs @ L + 5.375%	440.0
Senior Secured FRN’s Senior Secured Debt	65.0
608.1
Finance leases	14.7
Total Third Party Indebtedness	622.8

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Recent Trading
and Outlook
13
 Continued leisure demand (though not at the summer peaks) supporting recent trading, but return of corporate
demand still unclear
– revenues in recent weeks still ahead of 2019 levels (but tempered vs the summer performance), driven by strong
leisure demand and good ‘blue collar’ demand
– strong regional performance offsetting continued weakness in central London
– increase in VAT rate from 5.0% to 12.5% from 1 October impacting net ADR
– gradual recovery in ‘white collar’ demand, outlook remains unclear
 Midscale and Economy segment continues to outperform UK hotel market (but tempered vs the Q3 performance)
– benefiting from strong domestic leisure demand and focus on blue collar business
 Travelodge continues to outperform the segment
 Continue to manage costs and cash
– temporary rent reductions under the CVA throughout 2021 (full year benefit c. £55m)
– strong cost control and management of supply chain challenges
– control of capex
 Cash at 23 November of c. £210m
 Expect to open a total of 17 new hotels (c. 1,400 rooms). 15 hotels opened to date, including 7 which reached practical
completion in the last quarter of 2020
Recent Trading
Continued good leisure demand but return of corporate demand still unclear
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-100%
-80%
-60%
-40%
-20%
0%
20%
40%
60%
5 0
10
15
20
25
30
35
40
45
50

14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 2021 Stay Week VAT increase to 12.5%

Hotel RevPAR Overall RevPAR 2019 Overall RevPAR TY Overall RevPAR % v2019

% change
RevPAR (£)
• Gradual recovery in RevPAR following lifting of leisure travel restrictions on 17 May
• Strong performance over summer months with peak RevPAR weeks up to 35% ahead of 2019 levels, driven by strong leisure demand and
reduced VAT rate
• Strongest performance in high demand tourism destinations and weakest performance in central London
• Strongest demand during peak leisure periods
Recent Trading
Strong trading performance over summer with RevPAR’s ahead of 2019 levels
May bank
holiday
17 May Restrictions on
leisure travel lifted
Freedom
Day 19
July
End school
holidays
October
half term

15

17.8%
FY2020 Q1 Q2 Q3 Q3 YTD Oct
Travelodge outperformance vs UK MSE (vs 2019)
0%
20%
40%
60%
80%
100%
120%
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45
2021
Percentage of 2019’s revenue
Stay Week
Revenue as a percentage of 2019’s revenue – STR M&E and Total UK Hotel Market
UK M&E Market UK Total Market
Revenue Outlook – Market
MSE segment has been demonstrating resilience and Travelodge has been outperforming
Source: STR
Source: STR – 2021 vs 2019
Exceptional outperformance driven by
market leading revenue management
and direct to brand distribution model
16
 Revenue: continued recovery expected into 2022
– expect to return to 2019 levels of RevPAR during 2022
– MS&E sector recovering strongly and proving to be more resilient – domestic travel focus, value proposition
– staycation demand expected to sustain into 2022, albeit the patterns of behaviour might change
– ‘blue collar’ business demand largely recovered, gradual recovery in ‘white collar’ business demand
– VAT increase from 12.5% to 20.0% from 1 April 2022
– 1% point of RevPAR growth vs 2019 impacts profits by c. £6m
 Costs: largely fixed cost base
– temporary rent reductions under CVA until end 2021
– National Living Wages increase from April 2022, additional NI contributions, increased inflationary pressures
– supply chain pressures
 Capex: expecting £60-70m in 2022
– expecting to restart refit programme in early 2022
– continued focus on health and safety and maintenance, as well as IT and development
– includes investment in return generating projects, including energy efficiency
– will be reviewed in line with trading conditions
 New openings
– expect to open six new hotels in 2022, new deals impacted by Covid-19 in 2020
– returning to more normal levels thereafter
Outlook Considerations
Facing a wide range of potential outcomes
17
 Strong summer trading performance delivering record Q3 financial results
 Segment continues to recover strongly, Travelodge track record of outperformance continues
 Cash position strong
 Forecasting to return to 2019 RevPAR levels during 2022
 Expecting strong domestic leisure demand, offset by slower recovery in ‘white collar’ demand
 VAT rate increase from 1 April expected to impact net ADR
 Facing a number of cost headwinds
 Well-positioned to benefit in recovery
– large and diversified network of hotels
– strong brand, direct distribution model and value proposition
– domestic travel focus, business/leisure mix
 Material uncertainty still remains but long term prospects for budget hotels remain attractive
Summary
Record Q3 results, still uncertainty ahead but long term prospects remain attractive
18
Q&A
19
Appendices
20
Company Overview
Who We Are
 UK’s second largest hotel brand based on number of hotels and rooms
 Positioned in the attractive value segment with 593 hotels (as at 30
September 2021) and serving 19m business and leisure customers
 Well invested modernised hotel portfolio
 Well balanced approximately even business / leisure customer split
 Almost 90% booking direct, with c. 80% through own websites
 Low upfront capex leasehold model
1. Occupancy, ADR and RevPAR for Travelodge UK leased Hotels only.
2. Represents the ratio of EBITDAR to net external rent payable.
3. Includes 10 hotels operated under management contracts.
4. Operations in island of Ireland under a master franchise.
Key Statistics (FY2019)

Hotels (30 September 2021)	593
Rooms (30 September 2021)	45,285
Occupancy¹	80.6%
ADR¹	£51.82
RevPAR¹	£41.75
Revenue	£727.9m
EBITDAR	£337.8m
EBITDA	£129.1m
Rent Cover2	1.6x

Where We Are (as at 30 September 2021)
United Kingdom International
London
Regions3
Spain
Ireland/NI4
 78 Hotels
 9,706 Rooms
 22% of total
Rooms
 500 Hotels
 34,125 Rooms
 77% of total
Rooms
 5 Hotels
 621 Rooms
 1% of total
Rooms
 10 Hotels
 833 Rooms
 2% of total
Rooms
Strength through brand, scale and operational expertise
21 21
93.6 93.3
75.5
72.2
11.7%
2.5% 2.9% 3.2%
0.3%
7.2%
1.4%
2.2%
0.9%
2015 2016 2017 2018 2019(2.0)%
Annual RevPar Growth
Travelodge Midscale & Economy Segment
58.4% 57.7%
56.3% 55.2% 55.4%
2015 2016 2017 2018 2019
Resilient Hotel EBITDAR Margins
Track Record of Class-Leading Performance
Leading brand at low cost driving outperformance and growth
Leading segment brand recognition in the UK Class leading low cost model
Continued above market RevPAR growth Strong track record of delivering financial success
£433
£728
2013 2019
Revenue (£m)(3)
£41
£129
2013 2019
EBITDA (£m)(3)
1. UK hotels, EBITDA (adjusted), before rent, before central cost allocations and before IFRS16UK hotels
2. UK hotels RevPAR growth (Source: STR Research Midscale & Economy Sector)
3. Group financial data
(1)
Source: YouGov BrandIndex, August 2020 – 12 week rolling average
(2)
22
Key Strengths
Diversified network, balanced customer mix and direct distribution focus
Diverse Customer Mix Market leading direct distribution model
Well invested diversified network
FY 2019
Direct
Indirect
London
Regions
c. 45% Central (2)
c. 55% Greater London (2)
c. 20% Major Markets (2)
c. 80% Other (2)
1. 2013-2019
2. Based on rooms
OTA’s represent
less than 1% of
total revenue
Capital investment
of 7-8% of
revenues (1)
Leisure Business
23
Company Voluntary Arrangement 2020
Reminder of Key Terms
 CVA approved by creditors on 19 June 2020
 Temporary rent reductions of approximately £140m on full estate from March 2020 to December 2021
 Reminder of key terms:
 No hotels closed
 Temporary rent reductions in Cat B, C1 and C2 from March 2020 to December 2021
 Move to monthly rather than quarterly rents for Cat B to the end of 2021
 Cat B, C1 and C2 temporary options to terminate leases (Cat B expired, Cat C expires 31 Dec 2021)
 Additional lease extension options for compromised landlords
24
Property costs
– Rent expected to be £230m – £240m depending on
RPI/CPI impact on rent reviews and timing of new
openings
– Business rates 50% discount in October 2021 Budget
capped at £110k per company
UK Hotel Wages
– NLW increases in April 2022 of 6.6%
Other
– c. 40% fixed, 60% variable
– Variable element typically driven by occupancy
Cost Outlook
Temporary rent reductions and government support will benefit largely fixed operating cost base
Operating cost movements
UK Property
Costs
47%
Other
30%
UK Hotel Wages
23%
Operating costs dominated by rent and
other property costs (UK)
c. 50% of operating costs historically rent
and property-related
Run-rate weekly costs of £8-12m
Year ended 31 December 2019
1. England, Scottish and Welsh devolved governments have extended the business rates holiday to the end of March 2022

Academic Performance
Writing Style: Improving
Writing Competencies
WEEK 3
Academic Performance
Session
Outline
Academic Performance
• 15 Minutes
• Announcement
• Recap from last week’s session
• Questions from last week’s session
• 45 Minutes
• Focus of this week: Improving Your Writing Competencies
• 15 Minutes
• Class activity
• 15 Short Break
• Check your phones, take a walk!
• 60 Minutes
• Seminar activity
• 30 Minutes
• Q&As
• One to One inquiries
• Take home exercise
Academic Performance
DHICT
Three component of
reading
• Decoding
• Comprehension
• Retention:
Why reading is
important?
• Is a vital skill in
finding a good job
• Develops creativity
• Develops the mind
some of the reading
problems
• Cultural, linguistic,
educational
experience
• Reading deficiency
Writing Styles
Improving Your Writing Competencies
DHICT
Writing Style
Academic Performance
What is writing style?
• A students particular way of writing
• The type of writing needed for a particular piece
of work
• Writing well
Improving your writing style
• Writing structure
• Writing syntax
• Writing texture
Writing Style:
Improving
your writing
Competencies
Academic Performance
Improving your writing style
Writing structure
The organisation of your content
• Paragraphing
• Punctuations
• Vocabularies
• Keywords and key terminologies
Writing syntax
The appropriate development of your content
• Transition words / linking words / smart words
• Sentence length
Writing Style:
Improving
your writing
Competencies
Academic Performance
Improving your writing style
Writing texture
The appropriate construction of your sentences
• Grammar
Writing Style:
Improving
your writing
Competencies
Academic Performance
Improving your writing style
• Accurate punctuation will make your work easier
to read
• Appropriate paragraphing will make the structure
of your work easier to follow.
• The appropriate use of key terminologies and
vocabularies will provide clear understanding of
the different contexts embedded in your work
and the sentences functions will be invaluable.
Improving Your Writing
Competencies
Punctuation
DHICT
Writing Style:
Improving
your writing
Competencies
Academic Performance
The organisation of your content
• Punctuations
• Full Stops are used to separate one statement (and
any closely related qualifications of it) from the next.
• Commas are used solely to make your meaning clear
and guide necessary pause’s.
• Commas are used to separate parts of a list:
For example
I went shopping and bought pencils, notebooks,
markers, and English text books.
• Commas are used to separate descriptive words
For example;
Franca stared at the long, tiring queue.
A loud, banging, windy sound was heard at the stream.
DHICT
Add commas, where necessary, to the following sentences:
1. Marian has travelled in France Spain Australia India and the USA.
2. We were watched by a lean ageing kangaroo.
3. After two weeks on buses and trains it was a relief to smell sea
air
4. Jason our guide walked fast and spoke little.
5. Air disasters it is well known are fewer than accidents on the
roads.
6. Taking a foreign holiday despite problems with accommodation
currency and language can be a liberating experience.
7. Day after day the grey rocks dotted here and there with small
plants formed a backdrop for our trek.
8. Taking a foreign holiday can be a liberating experience.
1
DHICT
Add commas, where necessary, to the following sentences:
1. Marian has travelled in France, Spain, Australia, India and the
USA.
2. We were watched by a lean, ageing kangaroo.
3. After two weeks on buses and trains, it was a relief to smell sea
air
4. Jason, our guide, walked fast and spoke little.
5. Air disasters, it is well known, are fewer than accidents on the
roads.
6. Taking a foreign holiday, despite problems with accommodation,
currency, and language, can be a liberating experience.
7. Day after day, the grey rocks, dotted here and there with small
plants formed a backdrop for our trek.
8. Taking a foreign holiday can be a liberating experience.
ANSWERS
Writing Style:
Improving
your writing
Competencies
Academic Performance
The organisation of your content
• Punctuations
Semicolons indicates a slightly shorter pause than that
given by a full stop.
• Semicolons when applied, shows whatever you write on
each side of it must function as separate sentences.
For example
Many Intercontinental dishes like Afro-Caribbean food;
Indian restaurants and Chinese take aways, for example,
have opened in most part of Brentford.
The working verb in the first sentence is like and its
subject is many Intercontinental dishes. In the second
statement, the working verb is have opened and its
subject is Indian restaurants and Chinese takeaways.
DHICT
In the following paragraph, it would be possible to replace two of
the full stops with semicolons. Which two? Why?
Many people have strong opinions on the use of the private car.
Some feel that it has liberated the individual and brought with it
a new level of personal freedom. Others feel that the threat to
the environment posed by fuel emissions must be curtailed.
Governments can find themselves caught between these
mutually exclusive standpoints. They don’t want to be seen as
autocratic and reactionary. At the same time, they are aware, of
global warming and of the fact that they are likely to be held
2 responsible for environmental decline.
DHICT
In the following paragraph, it would be possible to replace two of
the full stops with semicolons. Which two? Why?
Many people have strong opinions on the use of the private car.
Some feel that it has liberated the individual and brought with it
a new level of personal freedom; others feel that the threat to
the environment posed by fuel emissions must be curtailed.
Governments can find themselves caught between these
mutually exclusive standpoints. They don’t want to be seen as
autocratic and reactionary; at the same time, they are aware, of
global warming and of the fact that they are likely to be held
ANSWERS responsible for environmental decline.
Writing Style:
Improving
your writing
Competencies
Academic Performance
The organisation of your content
• Punctuations

A colon	Used to introduce a list, an explanation, a quotation, or some instructions. Demonstrate balance between two statements
Brackets	Use to incorporate extra information
Dashes	Used to incorporate extra information: in the middle of a sentence (two dashes) or at the end of a sentence
A hyphen	Used to split a word at the end of a line. Show the separate parts of certain words.. Join words to make a new word
An exclamation mark	Used to demonstrate passion in speech
A question mark	Used to indicate a question
An apostrophe	Used to show contraction ( a letter or letters missing) or possession
Its	Used to show possession
It’s	Used to stand instead of it is or it has

AssignmentTutorOnline

Writing Style:
Improving
your writing
Competencies
Academic Performance
Paragraphing
• Splits up a piece of writing into separate topic
sections.
• Make reading easy.
• Helps clarify what to include
Common Issues With Paragraphing
• Paragraph too long
• Reader gets too bored
• Paragraph too short
• Reader needs more context
• Indicate writer know less of the topic
Possible solution to common issues with paragraphing
• Use linking words
Writing Style:
Improving
your writing
Competencies
Academic Performance
Sentence Construction
Simple rules for a good sentence
• A sentence must
• Make sense
• Contain a working verb
• Contain a subject for the verb
Common Issues With Sentence Construction
• Sentence fragment
For example:
With all his writing materials.
Felix went to uni with all his writing materials
Writing Style:
Improving
your writing
Competencies
Academic Performance
Improving your writing style
• A first quick read
• Note-making
• Writing a first draft
• Checking your word-count and editing
• Writing your final draft
New to reading and academic at university level?
• Aim to try novels, travels writing, histories,
biographies, broadsheet newspapers and
academic journals.
Writing Style:
Improving
your writing
Competencies
Academic Performance
Checklist for simplicity
• Use a short word rather than a long one
• Be yourself: don’t copy style from another writer
• Write the truth as you see it
• Check your logic: have you said what you mean,
and does your writing make sense?
• Be as brief as possible without omitting essential
points
• Omit cliches (e.g. ‘in this day and age’. ‘the
bottom line’)
• Use active verbs rather than passive ones
• Use concrete nouns rather than abstract ones
whenever possible
Writing Style:
Improving
your writing
Competencies
Academic Performance
Sentence Length
Writing Style:
Improving
your writing
Competencies
Academic Performance
• Find the right word: expand your vocabulary
• Describe the process: aim to make your
description clear, accuracy is essential
• Persuasive writing: get the readers on your side,
stress your main points.
• Tone: readers react strongly to tone (impatient,
upset, friendly, formal, serious, humorous). Tone
gives a clue how the writer feels about the
subject.
• Diction: the kind of words used
• Register: adjust your writing language
automatically for the needs of the particular
listener
• Follow writing instructions
• Feedback
Writing Types
Academic Performance
As Business Students, you may be asked to write:
• Summaries
• Creative writing
• Articles
• CVs,
• Letters
• Reports
• Essays
Academic Performance
Academic Performance
Writing Types:
Summaries
Academic Performance
5 Steps to writing a good summary
1. A first quick read
2. Note-making
3. Writing a first draft
4. Checking your word-count and editing
5. Writing your final draft
1. A first quick read
• Familiarise with the material and get comfortable with the task
ahead
• May skim through by reading the first sentence of each
paragraph and perhaps the whole of the concluding paragraph
• May skim through by reading the introductory paragraph and
the concluding paragraph
Writing Types:
Summaries
Academic Performance
2. Note-making
• Your note is the basis of your summary
• Copy out technical terms
• Write in your own words
3. Writing a first draft
• First version of your answers
• First draft should be written from your notes
• Avoid looking at the original content
• Keep your draft short
• Don’t worry about word-count at this stage
Writing Types:
Summaries
Academic Performance
4. Checking your word-count and editing
• Editing depends on the specific instructions
• For example, word limit
• During editing, focus on secondary texts that, if removed
will not affect the overall understanding
5. Writing your final draft
• Do a final check on the word-count
• Go through the key points and ensure they intersect
• Check for writing tone based on the writing type (informal
and formal)
Seminar Activity
See document on Blackboard | Follow instruction enclosed
DHICT
Academic Performance
Academic Performance
How can I help you?
Any question concerning the module study guide?
Any question concerning the assessment?
Academic Performance
What is Academic
Success for Academic
Performance Module?
• Academic Success is the
ability to ‘Practicalise’ the
conceptual, theoretical and
subject knowledge with a
specific goal.
Dr Francisca C Umeh
Academic Performance
Academic Performance