This document is an investor presentation for Sanctuary Beach Resort. It provides an overview of Hersha Hospitality Trust's portfolio recovery through August 2022, continued property cash flow growth, accelerated corporate cash flow, investment thesis focusing on luxury and lifestyle assets in key markets, major capital projects completion, long-term margin growth opportunities, pro forma capitalization reflecting debt reduction through asset sales, and interest savings from a new credit facility.

1. S A N C T U A R Y B E A C H R E S O R T
INVESTOR PRESENTATION
S E P T E M B E R 2 0 2 2

2. H O T E L M I L O
2
03 L O D G I N G R E C O V E R Y
08 I N V E S T M E N T T H E S I S
18 C O R E M A R K E T D R I V E R S
23 S U S TA I N A B I L I T Y
ANNAPOLIS WATERFRONT HOTEL

3. T H E E N V O Y H O T E L
LODGING
RECOVERY

4. PORTFOLIO RECOVERY CONTINUES THROUGH JUNE
4
JULY – CONTINUED PRICING POWER WITH NORMALIZATION OF SEASONALITY
• Our resort portfolio has maintained rate integrity, with July ADR of $299 up 28% vs. July 2019 in a seasonally slower month for our Resorts
• Non-Resort Portfolio posted 5.7% ADR growth compared to 2019
AUGUST– STREAMLINED PORTFOLIO PERFORMING AT PRE-COVID LEVELS
• August comparable ADR outpaced 2019 levels by 16%, with 8.5% growth in our Non-Resort markets, led by Washington D.C. up 34% compared to 2019
• Philadelphia and Boston posted 6% and 3% weekday Occupancy growth over the prior month, respectively
• Driven by continued pricing power, August comparable RevPAR reached 2019 levels; a trend we anticipate to accelerate as Q4 is seasonally the strongest quarter for our
New York market and much stronger than Q2 and Q3 in South Florida
Note: Comparable portfolio includes 23 hotels and excludes Hotel Milo, Pan Pacific, the 7 Urban Select Service assets and 6 2021 dispositions from all periods. Also excludes Gate JFK as the hotel is closed for renovations and currently held for sale
$149
$208
$222
$192
$114
$194
$224
$192
77%
94%
101% 100%
0%
20%
40%
60%
80%
100%
120%
$0
$50
$100
$150
$200
$250
Jan Feb Mar Apr May Jun Jul Aug Fcst
2022 COMPARABLE REVPAR VS 2019
2019 RevPAR 2022 RevPAR % of 2019

5. $3.8
$6.8
$7.7
$10.0
$7.7 $7.7
$10.9
$8.8
$9.7
$3.8
$7.1
$12.1
$15.4 $15.5 $15.5
$12.7
$9.6
Apr May Jun July Aug Sep Oct Nov Dec Jan '22 Feb '22 Mar '22 Apr '22 May '22 Jun '22 Jul'22 Aug'22 F
TOTAL PROPERTY CASH FLOW
CONTINUED PROPERTY CASH FLOW GROWTH
5
STABILIZED CASH FLOW GROWTH CONTINUES THROUGH 2022
• Cash flow improved significantly in Q2 to $46.4M for the quarter, more than double the prior quarter
• Non-Resort EBITDA contribution of 67% for the quarter increased sequentially from 59% in April to 72% in June
• July and August cash flow production aligned with seasonal expectation, significantly outperforming prior year with August 2022 reflecting the close of 6 of the USS-7 properties
Q1’22 $23.0 Q2’22 $46.4
Jul – Aug’23F
$22.3
Q2’21 $18.3 Q3’21 $25.4 Q4’21 $29.4

6. -$3.5
-$0.6
$0.3
$3.1
$0.8 $0.7
$4.1
$1.9
$2.9
-$2.9
$0.4
$5.4
$7.8 $7.9 $7.9
$5.1
$3.8
Apr May Jun July Aug Sep Oct Nov Dec Jan '22 Feb '22 Mar '22 Apr '22 May '22 Jun '22 Jul'22 Aug'22 F
Total Corporate Cash Flow (Burn)
ACCELERATING CORPORATE CASH FLOW
6
HERSHA ON PACE FOR SECOND MOST PROFITABLE QUARTER SINCE 2021
• Above property expenses includes approximately $1M of SG&A and $2M of preferred dividends per month. Debt service to approximately $2.75M
per month after August 2022
Q1’22 $2.9 Q2’22 $23.6
Jul – Aug’23F
$8.9
Q2’21 -$3.8 Q3’21 $4.6 Q4’21 $8.9

7. T H E R I T Z - C A R L T O N , G E O R G E T O W N
INVESTMENT
THESIS

8. N U H O T E L B R O O K L Y N
8
INVESTMENT THESIS
SUMMARY
LONG-TERM MARGIN GROWTH
MAJOR CAPITAL PROJECTS COMPLETE
ALIGNED MANAGEMENT TEAM
HIGH VALUE, HARD TO REPLICATE ASSETS WITH
MEANINGFUL UPSIDE IN VALUE
OPERATIONAL EXCELLENCE
TRANSFORMED PORTFOLIO FOCUSED ON LUXURY &
LIFESTYLE ASSETS AND NEW YORK CITY

9. TRANSFORMED PURPOSE-BUILT PORTFOLIO, FOCUSED ON
THE LUXURY AND LIFESTYLE
9
Miami & Key West (5 hotels, 765 rooms)
• The Cadillac Hotel & Beach Club
• The Winter Haven Hotel, Miami Beach
• The Blue Moon Hotel, Miami Beach
• The Ritz-Carlton, Coconut Grove
• Parrot Key Hotel & Villas, Key West
Boston (3 hotels, 501 rooms)
• The Envoy, Boston Seaport
• The Boxer, Boston
• Mystic Marriott Hotel & Spa, CT
New York City (8 hotels, 1,300 rooms)
• Hyatt Union Square
• NU Hotel, Brooklyn
• Hilton Garden Inn Manhattan Midtown East
• Hilton Garden Inn Tribeca
• Holiday Inn Express Madison Square Garden
• Hampton Inn Seaport
• Hilton Garden Inn JFK International Airport
• Hyatt House White Plains
Philadelphia (2 hotels, 412 rooms)
• The Rittenhouse
• Philadelphia Westin
Washington, DC (3 hotels, 392 rooms)
• The Ritz-Carlton, Georgetown
• The St. Gregory, Dupont Circle
• Annapolis Waterfront Hotel
*Excludes 7 Urban Select Service hotels including Courtyard Brookline, Hampton Inn Philadelphia, Hampton Inn Washington DC, Hilton Garden Inn M Street, Townplace Suites Sunnyvale and Courtyard LA Westside which closed 8/4/22, and Courtyard Sunnyvale
scheduled to close in Q4 22 as well as the Pan Pacific and Hotel Milo as contracted sales were announced on 9/12/22 . Also excludes Gate JFK as the hotel is closed for renovations and currently held for sale
California (2 hotels, 137 rooms)
• The Sanctuary Beach Resort, Monterey
• The Ambrose Hotel, Santa Monica

10. HIGH VALUE, HARD TO REPLICATE PORTFOLIO
10
Pro Forma Hersha Wholly-Owned Portfolio Overview
23
HOTELS
3,507
ROOMS
$269
ADR
$223
REVPAR
~$34K
EBITDA/KEY
31.5%
EBITDA MARGIN
LUXURY & LIFESTYLE PORTFOLIO
ADR $ 295
RevPAR $ 229
EBITDA ~ $ 80M
EBITDA Margin 30.1%
EBITDA/Key $ 36,192
Hotels 15
Room Count
(% Total Rooms)
2,207
(63%)
NEW YORK CITY
ADR $ 231
RevPAR $ 213
EBITDA ~ $ 39M
EBITDA Margin 34.9%
EBITDA/Key $ 29,723
Hotels 8
Room Count
(% Total Rooms)
1,300
(37%)
Meaningful upside of ~30-60% between current equity value per key of ~$340-350K and asset value per key of ~$475K*
Note: Figures represent property level results based on 2019A, adjusted for the stabilization of assets under construction in 2019, including Sanctuary Beach, Parrott Key, Cadillac Hotel, and the Hyatt House White Plains
* Based on HT equity value per key of ~$340K Per Key Based on 9/2 close and estimates of private market value of portfolio based on recent current performance and recent comparable sales.
** Excludes Hotel Milo, Pan Pacific, the 7 Urban Select Service assets and 6 2021 dispositions from all periods. Also excludes Gate JFK as the hotel is closed for renovations and currently held for sale

11. OPERATIONAL EXCELLENCE
11
SITUATED IN HIGH BARRIER TO ENTRY URBAN GATEWAY MARKETS AND RESORT DESTINATIONS OUR PORTFOLIO
GENERATES SECTOR-LEADING MARGINS
• Many of our assets are situated in and around key innovation districts across the country with significant life sciences, technology-focused demand generators
FOCUSED-SERVICE STRATEGY
• Close to 80% of our hotels employ a focused-service strategy and a flexible operating model that quickly adjusts for demand trends
• Closely aligned relationship with affiliated third-party management company HHM allows for real-time decision making and an astute focus on bottom line performance
CLUSTER STRATEGY MAXIMIZES REVENUES AND LEVERAGES ECONOMIES OF SCALE FOR COST EFFICIENCIES
• Cross-utilizing staff between our hotels lowers our overall labor costs and also leverages the extensive market knowledge of our management team across the cluster
INDUSTRY-LEADING SUSTAINABILITY PROGRAM DELIVERING TANGIBLE FINANCIAL BENEFITS WHILE IMPROVING
THE WELL-BEING OF OUR GUESTS, ASSOCIATES, COMMUNITIES, AND PLANET
• EarthView® program, first developed by Hersha in 2010, is implemented across our portfolio
• Program has recognized $22M in savings since inception from energy and water efficiency projects implemented across our portfolio
• Ranked #1 in GRESB’s Public Disclosure among U.S. Hotel peer set in 2021 for the second consecutive year

12. T H E R I T Z - C A R L T O N , C O C O N U T G R O V E
PROPERTY-LEVEL MEASURES TO
CONTROL OPERATING EXPENSES
• Continued robust rate integrity in conjunction with
sustainable changes in the operating model will
enhance long-term margin growth
• In 2022, the portfolio is exceeding 2019 ADR and
will continue to capture rate growth as occupancy
recovers
• Changes in housekeeping protocols, reduction in
in-room items, and breakfast amenities should
lead to a similar cost per occupied room despite
wage growth
• Utilizing more tech-enabled solutions such as
mobile check-in and concierge services, as well
as smartphone ordering systems at food &
beverage outlets
15-20%
Average full-time employee headcount
reduction versus pre-COVID-19
pandemic levels
5-8%
Expected go-forward labor savings
through applied asset management
initiatives
150-250 bps
Sustainable long-term margin savings
from various portfolio cost reductions
LONG-TERM
MARGIN GROWTH
12

13. * Includes buyout of the former restaurant lease
MAJOR CAPITAL PROJECTS COMPLETE
13
• Since 2017, Hersha has invested approximately $200 million in product upgrades and ROI-generating capital projects
• Parrot Key, Cadillac, Ritz-Carlton Coconut Grove and Annapolis have posted record-setting years post-renovation and we expect continued growth at these assets
• The Company will significantly reduce capital expenditures over the next few years and does not anticipate significant allocations to capital projects in the near future
Property Invested Capital ($M) Renovation
Cadillac Hotel & Beach Club $47.3*
Holistic renovation including all guest rooms, F&B outlets and meeting spaces, the lobby, both pools and all
landscaping
Parrot Key Hotel & Villas $26.5
Extensive renovation including all guest rooms & villas, the lobby, all four pools and our award-winning
landscaping
Mystic Marriott Hotel & Spa $15.5 Fully refreshed guestrooms & bathrooms; new FF&E across bar, lobby, front desk, pool, and fitness center
Hyatt House White Plains $11.8
Addition of 28 rooms; complete renovation of public spaces including the breakfast bar, meeting spaces and
lobby; upgrades to guestrooms
The Ritz-Carlton, Coconut Grove $11.1
Transformative renovation including a new restaurant and cocktail lounge known as Isabelle's and The
Commodore; holistic guestroom renovation and public space updates including new FF&E and additional
F&B outlets
The Rittenhouse $9.2
Extensive renovation to retain AAA 5 Diamond status; full upgrade of the Presidential suite; 98 keys were
updated with all new soft & case goods, bathroom, lighting and architectural finishes
Sanctuary Beach Resort $7.5
Repositioned the bar and restaurant with the launch of Salt Wood Kitchen & Oysterette; Upgraded the resort's
welcome gatehouse to include a fully refreshed lobby, boutique, spa, and innovative boardroom
Annapolis Waterfront Hotel $7.3 Guestroom and public space renovation; exterior brick façade painting and landscaping
Philadelphia Westin $6.7 Lobby, fitness center and meeting space renovation; grand ballroom renovation
The St. Gregory, Dupont Circle $6.3
Full transformation to a 4-star hotel including re-concepting the restaurant, contemporary guestrooms and the
addition of 1 room
The Envoy, Boston Seaport $4.4 Expansion of Lookout Rooftop & Bar to increase capacity by over 30%
Hyatt Union Square $2.2 Redesigned farm-to-table restaurant and cocktail bar
The Ambrose Hotel $1.8 Public space renovation and expansion of outdoor patio

14. PRO FORMA CAPITALIZATION TABLE
14
HERSHA WILL BE ABLE TO REDUCE CONSOLIDATED DEBT BY APPROXIMATELY $500M AS A RESULT OF THE 2022 SALES
• Weighted average interest expense reduced to 4.25% from 4.68%
• Including the extension, the new facility will span 3 years
$ Millions
Capitalization as
of 6/30/2022
Asset Sales
and Credit
Refinancing
Pro Forma
Capitalization
Share Price as of 6/30/2022 $9.81 $9.81
Common Shares + Units 46.4 46.4
Equity Market Capitalization $455.0 $455.0
Line of Credit 118.7 (118.7) 0.0
Existing Term Loan 497.5 (497.5) 0.0
New Term Loan 377.6 377.6
Term Loan & Line of Credit 616.2 (238.5) 377.6
Secured Debt 309.4 (100.8) 208.6
Trust Preferreds 51.5 51.5
Unsecured Notes 158.1 (158.1)
-
Total Consolidated Debt $1,135.2 ($497.4) $637.8
Total Preferred Equity 367.6 367.6
Total Consolidated Debt + Preferred Equity $1,502.8 $1,005.4
Consolidated Equity & Debt Capitalization $1,957.8 $1,460.4
HT Pro Rata Share of UJV Debt 33 33
Total Capitalization $1,990.8 $1,493.4
Cash & Cash Equivalents 100.7 121.5 222.2
Total Enterprise Value (TEV) $1,890.1 $1,271.2
Net Consolidated Debt $1,034.5 ($618.9) $415.6
Capitalization
Note: Asset Sales include 7 Urban Select Service hotels including Courtyard Brookline, Hampton Inn Philadelphia, Hampton Inn Washington DC, Hilton Garden Inn M Street, Townplace Suites Sunnyvale and Courtyard LA Westside which closed
8/4/22, and Courtyard Sunnyvale scheduled to close in Q4 22, as well as the Pan Pacific and Hotel Milo as contracted sales were announced on 9/12/22

15. INTEREST SAVINGS
15
$17.0
$9.1
$2.1
$0
$5
$10
$15
$20
New Facility Consolidated Mortgage Debt Trust Preferred
Total Pro Forma
Interest:
$28.1M
Annual Cash Interest Pro Forma
HERSHA WILL BE ABLE TO REDUCE ANNUAL CASH INTEREST EXPENSE BY APPROXIMATELY $20 MILLION AS A RESULT
OF THE 2022 SALES AND ITS NEW CREDIT FACILITY
• The Company utilized an existing swap to hedge $300M of the new $400M term loan at a fixed rate of 3.93%. The remaining $100M will float at SOFR + 250bps
• Weighted average interest expense reduced to 4.25% from 4.68%
• The annualized cash interest savings is approximately $20M, $15M of which stems from the paydown of the 9.5% Unsecured Notes

16. BALANCE SHEET IMPACT – CONSOLIDATED DEBT MATURITIES
16
Note: Assumes all extensions are exercised
AS OF 6/30/2022
PRO FORMA FOR ASSET
SALES AND CREDIT
FACILITY REFINANCING
$
$100
$200
$300
$400
$500
$600
2022 2023 2024 2025 2026 Thereafter
Term Loan Mortgage Debt Trust Preferreds Line of Credit Unsecured Notes
Total
2022
$337.3
$43.8
$500.3
$39.5
$158.1
$51.5
$
$100
$200
$300
$400
$500
$600
2022 2023 2024 2025 Thereafter
Term Loan Mortgage Debt Trust Preferreds Available under the LOC
$23.0
$186.5
$400.0
$51.5
$500.0
HERSHA HAS SIMPLIFIED AND EXTENDED ITS DEBT MATURITIES UNDER ITS NEW CREDIT FACILITY
$100.0

17. UNIQUE MANAGEMENT STRUCTURE & EXPERTISE
• HHM manages 21 of HT’s 23 hotels*
• Aligned owner/operator strategy leads to timely, portfolio-wide
implementation of revenue and expense management adjustments that
drive EBITDA
• Proven track record of hotel & portfolio repositioning and capital recycling
• Base management fee and pooled incentive management fee structure
drives focus on the entire portfolio
• Assets unencumbered of management contracts increases liquidity and
pricing for asset sales
• Management team has unique experience across development,
operations, mezzanine financing, off-shore JVs, PE partnerships and
M&A totaling over $5B across 3 cycles in public markets
ALIGNED AND EXPERIENCED MANAGEMENT TEAM
Note: HT insider ownership includes common, preferred, & restricted shares, common units and OP & LTIP units held by Hersha officers, trustees and founding partners
* Excludes Hotel Milo, Pan Pacific, the 7 Urban Select Service assets and 6 2021 dispositions from all periods. Also excludes Gate JFK as the hotel is closed for renovations and currently held for sale
17
2.6%
17.7%
Peer
Average
HT
INSIDER OWNERSHIP

18. T H E A M B R O S E H O T E L
CORE MARKET
DRIVERS

19. H Y A T T U N I O N S Q U A R E
With the continued
permanent closure
of big-box, full-
service hotels with
significant operating
costs and new
special permit rules,
expect net NYC
supply to decline
approximately 1-2%
in next several years
HOTEL CLOSURES ON THE RISE
• Publicly announced closures have amounted to approximately 10,000 keys, representing ~10%
of total hotel room supply in Manhattan.(1)
• Hersha’s suite of select-service, fee-simple hotels in New York City are franchise managed
utilizing flexible operating models resulting in lower breakeven levels and higher margin
potential than competing portfolios
SPECIAL PERMIT FOR NEW HOTEL CONSTRUCTION
• On December 9, 2021, City Council approved the amendment to require special permits for
new hotels and expansions in zoning districts throughout the city where hotel construction is
permitted as-of-right
• The timeline to obtain a special permit for new construction is estimated to take approximately
24 months
• No new hotels have been built in light manufacturing zones since 2018, when the city started
requiring special permits in those areas(2)
NYC: SUPPLY DETERIORATING
MEANINGFULLY
19
(1)JLL ; (2)The Real Deal

20. (1)STR
NYC: PAST RECOVERIES SHOW EARNINGS POTENTIAL
20
NEW YORK CITY DEMONSTRATES HIGH GROWTH FOLLOWING DEMAND SHOCKS, PROVING ITS RESILIENCY
• After September 11th: quick recovery after the event in 2003 and 2004, helped by lower supply, followed by double digit ADR and RevPAR growth three years thereafter
• After the Great Financial Crisis: quick rebound in 2010, followed by mid-single digit RevPAR growth in following two years as hotel values accelerated despite new supply
• Expect lower supply following the COVID-19 pandemic as a result of permanent hotel closures, increased zoning restrictions for hotel development and a more difficult
construction financing market
POST-SEPTEMBER 11TH(1)
POST-GREAT FINANCIAL CRISIS(1)
WE BELIEVE OUR PURPOSE-BUILT NEW YORK CITY CLUSTER COUPLED WITH OUR UNIQUE OPERATING
MODEL SETS US UP FOR LASTING SUCCESS IN THE CITY
OCC
Growth %
ADR
Growth %
RevPAR
Growth %
2001 -10.7% -12.1% -21.5%
2002 0.7% -5.1% -4.5%
2003 1.3% -2.4% -1.1%
2004 9.0% 11.0% 21.0%
2005 2.4% 15.5% 18.3%
2006 -0.5% 14.8% 14.2%
2007 1.1% 12.1% 13.4%
OCC
Growth %
ADR
Growth %
RevPAR
Growth %
2008 -1.1% 2.8% 1.7%
2009 -5.0% -22.6% -26.5%
2010 4.4% 8.5% 13.3%
2011 -0.4% 5.4% 5.4%
2012 3.3% 2.5% 5.5%
2013 0.8% 3.0% 3.8%
2014 0.6% 2.1% 2.7%

21. C A D I L L A C H O T E L &
B E A C H C L U B
South Florida is
seeing an uptick in
permanent residents
driven by the
attractive climate,
increased routes at
Miami International,
no personal income
tax, and low
corporate taxes
CORPORATE GROWTH
• Corporate office development in Coconut Grove, Brickell, Coral Gables, Wynwood, and
Downtown is resulting in leading financial firms to open offices in the area
• Miami was recently labeled as the city with the 2nd highest growth economy in the country and
among the most significant in terms of job creation. Median household income has increased
by nearly 20% in a decade
• The newly redeveloped CocoWalk features 160,000 square feet of bespoke retail and Class A
office space drawing interest from investment firms relocating from the Northeast
TRANSPORTATION & INFRASTRUCTURE DEVELOPMENT
• Miami International Airport has witnessed increased routes to and from Latin American
countries, while domestic carriers such as American, Jet Blue, and Frontier have announced
plans to increase services
• Brightline train line from Miami to Ft Lauderdale and Palm Beach; service to Orlando is being
developed
• Port infrastructure and dredging aiding shipping and international trade
MIAMI LONG-TERM GROWTH
DRIVERS
21

22. P A R R O T K E Y H O T E L
& V I L L A S
Following a
combined ~$74
million spent
renovating the
Cadillac Hotel &
Beach Club on
Miami Beach and
Parrot Key Hotel &
Villas in Key West,
the hotels are
ramping in the early
stages of the
recovery
ROI-GENERATING CONVERSIONS
• In 2018, we converted the Cadillac Hotel & Beach Club to an Autograph Collection Hotel
including a full renovation of all guest rooms, F&B outlets, meeting spaces, the lobby, both
pools and all landscaping
• We holistically renovated the Parrot Key Hotel & Villas in 2018 including all guest rooms &
villas, the lobby, all four pools, and our award-winning landscaping
SIGNIFICANT EBITDA GENERATION
• At prior peak in 2015, the Cadillac and Parrot Key generated $9.5 million and $7.8 million in
EBITDA, respectively
• In 2021, the Parrot Key and Cadillac have generated $11.4 million and $11.0 million in
EBITDA, respectively
• Based on current projections, both hotels are on target to achieve our expected post renovation
ROI’s and combine to achieve approximately $25 million in EBITDA generation upon
stabilization
• As the lodging recovery continues to take shape across the next few years we anticipate
continued meaningful EBITDA contribution from these assets as they ramp towards
stabilization
CADILLAC & PARROT KEY
REPOSITIONING DELIVERING RESULTS
22

23. C A D I L L A C H O T E L & B E A C H C L U B
SUSTAINABILITY

24. Financial Impact
$22 Million
in savings since inception from energy and water efficiency
projects implemented across our portfolio
1.7 year
average payback period for our efficiency investments
$2 Million
from additional energy savings protocols implemented
in 2020 and 2021
* More information on Hersha’s ESG and Sustainability Program can be found on our website and in Hersha’s Annual Sustainability Report
SUSTAINABILITY & FINANCIAL IMPACT
24
• Hersha’s EarthView® program is an industry-leading sustainability program implemented
across our portfolio
• Founded in 2010, EarthView was strategically created to positively impact our hotels’ bottom
lines while simultaneously improving the well-being of our guests, associates, communities,
and planet
• Aligned with investors’ growing interest in material environmental, social, and governance
(ESG) topics
• In 2021, we further integrated ESG performance into our governance structure through the
addition of a board-level Risk & ESG Subcommittee
• Hersha is a widely recognized sector leader in ESG practices
– Ranked #1 in GRESB’s Public Disclosure among U.S. Hotel peer set in 2021 for the
second consecutive year
– Awarded in Newsweek’s 2020 & 2021 list of America’s Most Responsible Companies
based on ESG practices
– 4-Time winner of NAREIT’s Leader in the Light Award for superior sustainability practices
– 31% of portfolio awarded a third-party building certification such as LEED, ENERGY STAR,
or ISO 14001

25. *NOAA = National Oceanic Atmospheric Administration; statistic from Morgan Stanley Flood Risk Report 3/2019
ENVIRONMENTAL IMPACT
25
• Our buildings and operations run efficiently through the implementation of initiatives that
reduce our energy and water usage
– LED Lighting: More efficient than incandescent and fluorescent lighting, installed at
100% of our hotels
– Guestroom Energy Management Systems (EMS): Programmed to reduce energy
consumption while rooms are unoccupied, saving our hotels 25-30% in guestroom
heating and cooling costs
– Laundry Water Reuse Systems: Reduces water consumption from laundry cycles by 70-
80%
• We have committed to reaching net-zero greenhouse gas emissions by 2050 and have set a
near-term emissions target verified by the Science-Based Targets initiative in line with a
1.5°C future
• Our clean energy & transportation strategy includes the expansion of electric vehicle
charging infrastructure
The Ambrose Hotel, Santa Monica,
CA, the first LEED –EB hotel
certification in the nation
Electric Vehicle Charging Stations
installed at our Rittenhouse Hotel,
Philadelphia, PA
Environmental Impact
22% reduction in energy usage per SF 2021 vs 2010
5% like-for-like increase 2021 vs 2020
51% absolute reduction in greenhouse gas
emissions 2021 vs 2010
3% like-for-like increase 2021 vs 2020
17% reduction in water usage per SF 2021 vs 2010
13% like-for-like increase 2021 vs 2020
33% diversion rate in 2021
• We recognize climate phenomenon may have an impact on our
portfolio and regularly review the prevalence of environmental risk
• Average NOAA Flood Risk Hazard Score of Hersha portfolio (1-10,
1=low risk) is 1.3 vs 2.8 average risk for US Lodging REITs*
Resiliency

26. SOCIAL AND GOVERNANCE
26
• Social
– Diversity & Inclusion is one of our core commitments outlined in our Code of Conduct. We
are signatories of the CEO Action Pledge
– Through a strong presence in our communities, we help to drive positive change on a
local and global scale
– Health & Wellness is reflected in our Rest Assured™ program, service offerings, and
associate protocols
• Governance
– A strong corporate governance foundation is essential to our company’s goal of
continuing to operate at the highest level of performance
– Our Board-level Risk & ESG Subcommittee promotes active and focused discussion of
risk and risk oversight, including on environmental and social issues
– Executive remuneration tied to ESG performance metrics
Social Metrics
20,300
hours volunteered in local communities since 2015
32,200+
people provided with access to clean water for 21 years
since 2015
583,000
new bars of soap sent to developing nations since 2011
39%
of our workforce identifies as women
• Board Independence: 6 out of 8 Board Members are Independent
Trustees
• Board Diversity: 50% Female and Minority Board Members
• Leadership Structure: Separate Board Chair and CEO
• Strong Alignment: Short-term and long-term incentives 100%
based on performance
Governance Metrics

27. FORWARD LOOKING STATEMENTS
27
Certain matters within this presentation are discussed using “forward-looking statements,” including those with regard to the potential future impact of COVID-19, within the
meaning of the safe harbor provisions of the private securities litigation reform act of 1995, section 27A of the securities act of 1933, as amended, and section 21E of the
securities exchange act of 1934, as amended. One of the most significant factors is the ongoing impact of the current outbrea k of COVID-19 on the united states, regional
and global economies, the broader financial markets, the company’s customers and employees, governmental responses thereto an d the operation changes the company has
and may implement in response thereto. The current outbreak of COVID-19 has also impacted, and is likely to continue to impact, directly or indirectly, many of the other
important factors below. These forward-looking statements may include statements related to, among other things: assumptions regarding the impact to international and
domestic business and leisure travel pertaining to any pandemic or outbreak of disease, including COVID -19, the uncertainty and economic impact of pandemics, epidemics
or other public health emergencies or fear of such events, such as the recent outbreak of COVID -19, the impact of and changes to various government programs, including in
response to COVID-19, the efficacy of any treatment for COVID-19, the company’s access to capital on the terms and timing the company expects, the restoration of public
confidence in domestic and international travel, permanent structural changes in demand for conference centers by business an d leisure clientele, the economic growth, labor
markets, real estate values, lodging fundamentals, corporate travel, and the economic vibrancy of our target markets, the com pany’s ability to grow operating cash flow, the
company’s ability to match or outperform its competitors’ performance, the ability of the company’s hotels to achieve stabili zed or projected revenue, cap rates or EBITDA
multiples consistent with our expectations, the stability of the lodging industry and the markets in which the company’s hote l properties are located, the company’s ability to
generate internal and external growth, and the company’s ability to increase margins, including hotel EBITDA margins. Certain statements contained in this presentation,
including those that express a belief, expectation or intention, as well as those that are not statements of historical fact, are forward-looking statements within the meaning of
the federal securities laws and as such are based upon the company’s current beliefs as to the outcome and timing of future e vents. Forward-looking statements are
generally identifiable by use of forward-looking terminology such as “believe,” “expect,” “anticipate,” “estimate,” “plan,” “con tinue,” “intend,” “should,” “may” and words of
similar import. Such forward-looking statements relate to future events, the company’s plans, strategies, prospects and future f inancial performance, and involve known and
unknown risks that are difficult to predict, uncertainties and other factors which may cause the company’s actual results, pe rformance or achievements or industry results to
be materially different from any future results, performance or achievements expressed or implied by such forward -looking statements. Forward-looking statements are not
guarantees of future results and are subject to risks, uncertainties and assumptions that could cause actual results to diffe r materially from those expressed in any forward-
looking statement. Forward-looking statements are neither historical facts nor assurances of future performance. Instead, they are based only on the company’s current
beliefs, expectations and assumptions regarding the future of its business, future plans and strategies, projections, anticip ated events and trends, the economy and other
future conditions. Because forward-looking statements relate to the future, they are subject to inherent uncertainties, risks an d changes in circumstances that are difficult to
predict and many of which are outside of the company’s control. The company’s actual results and financial condition may diff er materially from those indicated in the
forward-looking statements contained in this presentation. Therefore, you should not rely on any of these forward -looking statements. For a description of factors that may
cause the company’s actual results or performance to differ from its forward-looking statements, please review the information under the heading “risk factors” included in the
company’s most recent annual report on form 10-K and subsequent quarterly reports on form 10-Q filed by the company with the securities and exchange commission (“SEC”)
and other documents filed by the company with the SEC from time to time