8-K
Park Hotels & Resorts Inc. (PK)
UNITED STATES
SECURITIES AND EXCHANGE COMMISSION
WASHINGTON, D.C. 20549
FORM 8-K
CURRENT REPORT
Pursuant to Section 13 or 15(d)
of the Securities Exchange Act of 1934
Date of Report (Date of earliest event reported): November 2, 2022
Park Hotels & Resorts Inc.
(Exact name of Registrant as Specified in Its Charter)
| Delaware | 001-37795 | 36-2058176 |
|---|---|---|
| (State or Other Jurisdiction<br><br>of Incorporation) | (Commission<br><br>File Number) | (IRS Employer<br><br>Identification No.) |
| 1775 Tysons Blvd., 7th Floor, Tysons, VA | 22102 | |
| (Address of Principal Executive Offices) | (Zip Code) |
(571)
302-5757
(Registrant’s Telephone Number, Including Area Code)
Not Applicable
(Former Name or Former Address, if Changed Since Last Report)
Check the appropriate box below if the Form 8-K filing is intended to simultaneously satisfy the filing obligation of the registrant under any of the following provisions (see General Instructions A.2. below):
| ☐ | Written communications pursuant to Rule 425 under the Securities Act (17 CFR 230.425) |
|---|---|
| ☐ | Soliciting material pursuant to Rule 14a-12 under the Exchange Act (17 CFR 240.14a-12) |
| ☐ | Pre-commencement communications pursuant to Rule 14d-2(b) under the Exchange Act (17 CFR 240.14d-2(b)) |
| ☐ | Pre-commencement communications pursuant to Rule 13e-4(c) under the Exchange Act (17 CFR 240.13e-4(c)) |
Securities registered pursuant to Section 12(b) of the Act:
| Title of class | Trading Symbol | Name of exchange on which registered |
|---|---|---|
| Common Stock, $0.01 par value per share | PK | New York Stock Exchange |
Indicate by check mark whether the registrant is an emerging growth company as defined in Rule 405 of the Securities Act of 1933 (§ 230.405 of this chapter) or Rule 12b-2 of the Securities Exchange Act of 1934 (§ 240.12b-2 of this chapter).
Emerging growth company ☐
If an emerging growth company, indicate by check mark if the registrant has elected not to use the extended transition period for complying with any new or revised financial accounting standards provided pursuant to Section 13(a) of the Exchange Act. ☐
Item 2.02. Results of Operations and Financial Condition.
On November 2, 2022, Park Hotels & Resorts Inc. (the “Company”) issued a press release announcing its results of operations for the third quarter ended September 30, 2022 and made available certain supplemental information concerning the portfolio and operation of the Company. Copies of the press release and the supplemental information are furnished as Exhibits 99.1 and Exhibit 99.2, respectively, to this Current Report on Form 8-K.
In accordance with General Instructions B.2 of Form 8-K, the information included in Item 2.02 of this Current Report on Form 8-K (including Exhibits 99.1 and 99.2 hereto) shall not be deemed “filed” for the purposes of Section 18 of the Securities Exchange Act of 1934, as amended (the “Exchange Act”), or otherwise subject to the liabilities of that section, nor shall it be deemed incorporated by reference into any filing made by the Company under the Exchange Act or Securities Act of 1933, as amended, except as shall be expressly set forth by specific reference in such a filing.
Item 9.01. Financial Statements and Exhibits.
(d) Exhibits.
| Exhibit<br><br>Number | Description |
|---|---|
| 99.1 | Press release dated November 2, 2022. |
| 99.2 | Third Quarter 2022 Supplemental Data. |
| 104 | Cover Page Interactive Data File (embedded within the Inline XBRL document). |
SIGNATURES
Pursuant to the requirements of the Securities Exchange Act of 1934, the registrant has duly caused this report to be signed on its behalf by the undersigned thereunto duly authorized.
| Park Hotels & Resorts Inc. | ||
|---|---|---|
| Date: November 2, 2022 | By: | /s/ Sean M. Dell’Orto |
| Sean M. Dell’Orto | ||
| Executive Vice President, Chief Financial Officer and Treasurer |
EX-99.1
Exhibit 99.1
| Investor Contact | 1775 Tysons Boulevard, 7th Floor |
|---|---|
| Ian Weissman | Tysons, VA 22102 |
| + 1 571 302 5591 | www.pkhotelsandresorts.com |
Park Hotels & Resorts Inc. Reports Third Quarter 2022 Results
TYSONS, VA (November 2, 2022) – Park Hotels & Resorts Inc. (“Park” or the “Company”) (NYSE: PK) today announced results for the third quarter ended September 30, 2022 and provided an operational update.
Third quarter financial highlights include:
• Pro-forma RevPAR was $171.27, an increase of $65.34, or 61.7%, from the same period in 2021 and a decrease of 8.8% from the same period in 2019;
• Pro-forma occupancy was 71.7%, an increase of 1 percentage point from the second quarter of 2022 and a decrease of 13 percentage points from the same period in 2019;
• Net income and net income attributable to stockholders were $40 million and $35 million, respectively;
• Adjusted EBITDA was $158 million;
• Pro-forma Hotel Adjusted EBITDA was $166 million;
• Adjusted FFO attributable to stockholders was $94 million;
• Diluted earnings per share was $0.15; and
• Diluted Adjusted FFO per share was $0.42.
Additional highlights include:
• Sold the 162-room Hilton Garden Inn LAX/El Segundo in September 2022 for $37.5 million or $231,000 per key and the 128-room Hilton Garden Inn Chicago/Oakbrook Terrace in July 2022 for $9.4 million or $73,000 per key;
• In October 2022, the unconsolidated joint venture that owns the 190-room DoubleTree Hotel Las Vegas Airport sold the hotel for gross proceeds of $22.4 million. Park's pro-rata share of the gross proceeds was $11.2 million;
• Year-to-date, Park has sold its interests in seven non-core hotels for total gross proceeds of approximately $317 million, or 14.0x the hotels’ combined 2019 Adjusted EBITDA (or 12.9x when excluding anticipated capital expenditures), and at an average capitalization rate of 6.2% on the hotels’ combined 2019 net operating income (or 6.7% excluding anticipated maintenance capital expenditures); and
• The impact of Hurricanes Ian and Fiona on Park's Florida and Puerto Rico hotels in September 2022 is not expected to be material. For the third quarter, Park recognized a $2 million loss for costs to repair and remediate these hotels and the EBITDA impact for the quarter was less than $2 million.
Thomas J. Baltimore, Jr., Chairman and Chief Executive Officer, stated, “I am very encouraged by our third quarter results in spite of increased macro uncertainty, and I am especially proud of our team for their dedication following the devastating effects of Hurricanes Ian and Fiona. Leisure demand remained strong from summer travel while business transient demand continues to accelerate across our New York, Chicago, San Francisco, Southern California and Boston markets. Average rates exceeded 2019 levels at our resort and suburban hotels, while average rates at our urban and airport hotels approximated 2019 levels. We are also excited by the positive momentum we are seeing in group business, both pickup within the quarter and accelerating pace for the remainder of 2022 and into 2023, with average group rates maintaining or exceeding 2019 levels. Additionally, Park has continued to execute on its capital recycling strategy, which has helped to improve the company’s liquidity and financial flexibility, while continuing to improve the overall quality of our portfolio. Accordingly, we have closed on approximately $317 million of non-core asset sales year-to-date, including approximately $58 million sold since July 2022, and have several other assets at various stages of the marketing process. With current liquidity of approximately $1.9 billion, we are well positioned to pivot between defense and offense depending upon the macro backdrop and are confident we will create meaningful long-term value for shareholders."
Selected Statistical and Financial Information
(unaudited, amounts in millions, except Pro-forma RevPAR, Pro-forma ADR, Pro-forma Total RevPAR and per share data)
| Three Months Ended September 30, | Nine Months Ended September 30, | |||||||||||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| 2022 | 2021 | Change () | Change(1) | 2022 | 2021 | Change () | Change(1) | |||||||||||||||
| Pro-forma RevPAR | $ | 171.27 | $ | 105.93 | 61.7 | % | $ | 154.21 | $ | 75.61 | 103.9 | % | ||||||||||
| Pro-forma Occupancy | 71.7 | % | 50.8 | % | N/A | 20.9 | % | pts | 64.8 | % | 39.6 | % | N/A | 25.2 | % | pts | ||||||
| Pro-forma ADR | $ | 238.87 | $ | 208.51 | 14.6 | % | $ | 238.16 | $ | 191.06 | 24.6 | % | ||||||||||
| Pro-forma Total RevPAR | $ | 257.78 | $ | 159.24 | 61.9 | % | $ | 238.97 | $ | 114.05 | 109.5 | % | ||||||||||
| Net income (loss) | $ | 40 | $ | (82 | ) | 148.8 | % | $ | 138 | $ | (387 | ) | 135.7 | % | ||||||||
| Net income (loss) attributable to<br> stockholders | $ | 35 | $ | (86 | ) | 140.7 | % | $ | 128 | $ | (392 | ) | 132.7 | % | ||||||||
| Adjusted EBITDA | $ | 158 | $ | 77 | 105.2 | % | $ | 447 | $ | 61 | 632.8 | % | ||||||||||
| Pro-forma Hotel Adjusted EBITDA | $ | 166 | $ | 81 | 104.5 | % | $ | 460 | $ | 91 | 406.7 | % | ||||||||||
| Pro-forma Hotel Adjusted EBITDA margin | 25.9 | % | 20.5 | % | N/A | 540 bps | 26.1 | % | 10.8 | % | N/A | 1,530 bps | ||||||||||
| Adjusted FFO attributable to stockholders | $ | 94 | $ | 5 | 1,780.0 | % | $ | 251 | $ | (146 | ) | 271.9 | % | |||||||||
| Earnings (loss) per share – Diluted(1) | $ | 0.15 | $ | (0.36 | ) | 141.7 | % | $ | 0.55 | $ | (1.66 | ) | 133.1 | % | ||||||||
| Adjusted FFO per share – Diluted(1) | $ | 0.42 | $ | 0.02 | 2,000.0 | % | $ | 1.09 | $ | (0.62 | ) | 275.8 | % | |||||||||
| Weighted average shares outstanding –<br> Diluted | 224 | 236 | N/A | (12 | ) | 229 | 236 | N/A | (7 | ) |
All values are in US Dollars.
| (1) | Amounts are calculated based on unrounded numbers. |
|---|
Hurricanes Ian and Fiona
In September 2022, Hurricanes Ian and Fiona caused minimal damage and disruption at Park's Puerto Rico, Orlando, Miami and Key West hotels. Although the total amount of costs to repair and remediate the minor damage has not yet been determined, it is not expected to be significant. The affected hotels experienced some group cancellations and displacement; however, the majority of lost revenue in September 2022 was replaced with revenue from displaced residents, recovery personnel and incremental transient demand, resulting in only 20 basis points of impact to RevPAR growth for the quarter. Park is continuing to assess both the extent of costs and any ongoing business interruption. As of September 30, 2022, Park incurred costs of approximately $2 million resulting from these hurricanes.
Operational Update
Changes in Park's 2022 Pro-forma ADR, occupancy and RevPAR compared to the same periods in 2021 and 2019, and 2022 Pro-forma occupancy were as follows:
| Change in Pro-forma ADR | Change in Pro-forma Occupancy | Change in Pro-forma RevPAR | 2022 Pro-forma | ||||||||||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| 2022 vs. 2021 | 2022 vs. 2019 | 2022 vs. 2021 | 2022 vs. 2019 | 2022 vs. 2021 | 2022 vs. 2019 | Occupancy | |||||||||||||||||
| Q1 2022 | 43.7 | % | 0.8 | % | 25.3 | % | pts | (26.0 | )% | pts | 183.4 | % | (33.1 | )% | 51.4 | % | |||||||
| Q2 2022 | 29.0 | 8.5 | 29.3 | (14.7 | ) | 120.0 | (10.1 | ) | 70.9 | ||||||||||||||
| Jul 2022 | 11.7 | 12.5 | 16.5 | (12.7 | ) | 44.5 | (4.2 | ) | 73.0 | ||||||||||||||
| Aug 2022 | 9.0 | 3.4 | 20.7 | (15.5 | ) | 54.7 | (15.4 | ) | 69.9 | ||||||||||||||
| Sept 2022 | 25.8 | 5.1 | 25.6 | (9.3 | ) | 94.9 | (6.8 | ) | 72.2 | ||||||||||||||
| Q3 2022 | 14.6 | 7.2 | 20.9 | (12.5 | ) | 61.7 | (8.8 | ) | 71.7 | ||||||||||||||
| Preliminary Oct 2022 | 20.2 | 4.0 | 23.8 | (11.0 | ) | 77.8 | (9.6 | ) | 73.5 |
Changes in Park's 2022 Pro-forma ADR, occupancy and RevPAR for the three and nine months ended September 30, 2022 compared to the same periods in 2021 and 2019, and 2022 Pro-forma occupancy for the three and nine months ended September 30, 2022 by hotel type were as follows:
| Three Months Ended September 30, | |||||||||||||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Change in Pro-forma ADR | Change in Pro-forma Occupancy | Change in Pro-forma RevPAR | 2022 Pro-forma | ||||||||||||||||||||
| 2022 vs. 2021 | 2022 vs. 2019 | 2022 vs. 2021 | 2022 vs. 2019 | 2022 vs. 2021 | 2022 vs. 2019 | Occupancy | |||||||||||||||||
| Resort | 5.9 | % | 22.8 | % | 9.8 | % | pts | (6.2 | )% | pts | 21.4 | % | 13.7 | % | 76.9 | % | |||||||
| Urban | 30.0 | (0.6 | ) | 29.3 | (17.6 | ) | 129.0 | (21.1 | ) | 67.8 | |||||||||||||
| Airport | 17.6 | — | 15.2 | (8.5 | ) | 47.4 | (10.0 | ) | 75.6 | ||||||||||||||
| Suburban | 27.3 | 4.1 | 21.5 | (13.2 | ) | 85.8 | (12.8 | ) | 68.2 | ||||||||||||||
| All Types | 14.6 | 7.2 | 20.9 | (12.5 | ) | 61.7 | (8.8 | ) | 71.7 | ||||||||||||||
| Nine Months Ended September 30, | |||||||||||||||||||||||
| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- |
| Change in Pro-forma ADR | Change in Pro-forma Occupancy | Change in Pro-forma RevPAR | 2022 Pro-forma | ||||||||||||||||||||
| 2022 vs. 2021 | 2022 vs. 2019 | 2022 vs. 2021 | 2022 vs. 2019 | 2022 vs. 2021 | 2022 vs. 2019 | Occupancy | |||||||||||||||||
| Resort | 14.0 | % | 23.5 | % | 20.8 | % | pts | (10.2 | )% | pts | 57.4 | % | 8.7 | % | 75.3 | % | |||||||
| Urban | 50.5 | (2.6 | ) | 29.0 | (24.1 | ) | 206.9 | (31.6 | ) | 56.8 | |||||||||||||
| Airport | 23.1 | (4.5 | ) | 23.1 | (10.7 | ) | 80.9 | (16.8 | ) | 72.4 | |||||||||||||
| Suburban | 35.5 | (3.1 | ) | 22.1 | (20.1 | ) | 118.0 | (27.9 | ) | 58.3 | |||||||||||||
| All Types | 24.6 | 5.9 | 25.2 | (17.7 | ) | 103.9 | (16.8 | ) | 64.8 |
Domestic leisure transient demand continues to grow compared to 2021 as a result of the easing of domestic restrictions; however, some restrictions on international travel remain in place. The Pro-forma Rooms Revenue mix for the three and nine months ended September 30, 2022, 2021, 2020 and 2019 were as follows:
| Three Months Ended September 30, | ||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|
| 2022 | 2021 | 2020 | 2019 | |||||||||
| Group | 22.8 | % | 13.3 | % | 13.8 | % | 27.6 | % | ||||
| Transient | 70.6 | 79.8 | 68.9 | 64.8 | ||||||||
| Contract | 4.5 | 5.0 | 15.4 | 5.6 | ||||||||
| Other | 2.1 | 1.9 | 1.9 | 2.0 | ||||||||
| Nine Months Ended September 30, | ||||||||||||
| 2022 | 2021 | 2020 | 2019 | |||||||||
| Group | 25.6 | % | 10.3 | % | 29.3 | % | 31.5 | % | ||||
| Transient | 67.8 | 81.7 | 59.5 | 61.1 | ||||||||
| Contract | 4.4 | 6.3 | 8.9 | 5.3 | ||||||||
| Other | 2.2 | 1.7 | 2.3 | 2.1 |
Park saw an improvement in demand beginning in mid-February 2022 as restrictions declined across the country, business travel accelerated and group demand began to return to Park's urban hotels. Park continues to see group business materialize, and during the third quarter of 2022, booked $16 million of additional group revenue for the quarter. In September 2022, group bookings for the remainder of 2022 and 2023 continued to gain with the addition of approximately 300,000 room nights as compared to June 2022. As of the end of September 2022, group bookings for the remainder of 2022 were approximately 77% of what 2019 group bookings were as of the end of September 2019, an increase of 800 basis points from the end of June 2022, with average group rate at 2019 levels for the same time period. Group bookings for 2023 are 72% of what 2019 group bookings were as of the end of September 2018, an increase of 180 basis points from the end of June 2022, with average group rates exceeding 2019 average group rates by over 4% for the same time period.
Mid-week occupancies for Park's business-oriented hotels increased to an average of 72% for the third quarter of 2022 compared to 69% for the second quarter of 2022, with September 2022 at 80%, signaling continued recovery of business transient demand.
Highlights for Park's consolidated hotels owned as of November 2, 2022 in each of the Company’s key markets are as follows:
• Hawaii: Park's Hawaii hotels continued to benefit from increased domestic leisure demand, achieving peak combined occupancy of 93% in July 2022. The Hilton Hawaiian Village achieved its highest-ever rate of $354 for the month of July 2022, an increase of 15% compared to July 2019, with the Hilton Waikoloa Village achieving a peak rate of $413 in July 2022, a 71% increase compared to July 2019. Occupancy for the quarter was 92% and 79% for the Hilton Hawaiian Village and the Hilton Waikoloa Village, respectively. Preliminary combined occupancy for October 2022 is 83%;
• San Francisco: Occupancy at Park's San Francisco hotels was 65% for the quarter, achieving peak combined occupancy of 69% in September 2022. The JW Marriott San Francisco Union Square and Hyatt Centric Fisherman's Wharf achieved occupancy of 76% and 80%, respectively, for the quarter. Preliminary combined occupancy for October 2022 is 59%. In September 2022, over 13,000 combined group nights were booked for 2023 for the Hilton San Francisco Union Square and Parc 55 - a Hilton Hotel, more than the previous three months of group bookings combined;
• Orlando: Occupancy at Park’s Orlando hotels was 59% for the quarter, with peak combined occupancy of 63% in August 2022. Combined rate for the third quarter increased 17% and RevPAR increased by 3% compared to the third quarter of 2019. Preliminary combined occupancy for October 2022 is 75%. Group bookings for 2023 as of the end of September 2022 were over 83% of what 2019 bookings were as of the end of September 2018, with average group rates exceeding 2019 average group rates by over 11%;
• New Orleans: Occupancy for the Hilton New Orleans Riverside was 56% for the quarter, with peak occupancy of 63% in September 2022. Rate for the third quarter increased 4% compared to the third quarter of 2019. Preliminary occupancy for October 2022 is 70%. Group bookings for 2023 as of the end of September 2022 were over 91% of what 2019 bookings were as of the end of September 2018, with average group rates exceeding 2019 average group rates by over 5%;
• Boston: Park’s Boston hotels benefited from strong leisure demand, achieving combined occupancy of 85% during each month of the quarter. Combined rate for the third quarter exceeded the third quarter of 2019. Preliminary combined occupancy for October 2022 is 88%;
• New York: The New York Hilton Midtown benefited from both domestic leisure and group demand, resulting in peak occupancy of 88% in September 2022, driven primarily from demand related to the U.S. Open, with occupancy of 74% for the quarter. Rate for the third quarter increased 7% compared to the third quarter of 2019. Preliminary occupancy for October 2022 is 84%. Group bookings for 2023 as of the end of September 2022 were over 96% of what 2019 bookings were as of the end of September 2018, with average group rates exceeding 2019 average group rates by over 2%. In September 2022, over 25,000 group room nights were booked for 2023, four times more bookings than the previous three months combined;
• Southern California: Park’s hotels in Southern California benefited from strong leisure demand, resulting in combined Pro-forma occupancy of 79% for the quarter, with peak combined Pro-forma occupancy of 83% in July 2022. Compared to the third quarter of 2019, combined Pro-forma rate for the third quarter increased 34% and combined RevPAR increased 17%, with rate at Park's San Diego hotels exceeding the third quarter of 2019 on a Pro-forma basis by 54% and RevPAR by 28%. Preliminary combined occupancy for October 2022 is 82%;
• Chicago: Pro-forma occupancy at Park's Chicago hotels was 68% for the quarter, benefiting from leisure transient demand, with peak combined Pro-forma occupancy of 72% in July 2022. Compared to the third quarter of 2019, combined Pro-forma rate increased 9%. Preliminary combined occupancy for October 2022 is 65%. Group bookings for 2023 for the Hilton Chicago Downtown as of the end of September 2022 were over 75% of what 2019 bookings were as of the end of September 2018, with average group rates exceeding 2019 average group rates by over 2%;
• Key West: Park's Key West hotels achieved combined occupancy of 66% for the quarter, with peak occupancy of 80% in July 2022. Compared to the third quarter of 2019, combined rate increased by 38%. Preliminary combined occupancy for October 2022 is 57%;
• Denver: Occupancy at the Hilton Denver was 73% for the quarter, achieving peak occupancy of 74% in August 2022. Compared to the third quarter of 2019, rate increased by 10%. Preliminary occupancy for October 2022 is 74%;
• Miami: Occupancy at Park’s Miami hotels was 79% for the quarter, with peak combined occupancy of 81% in July 2022. Compared to the third quarter of 2019, combined rate increased by 27% and combined RevPAR increased by 19%. Preliminary combined occupancy for October 2022 is 80%;
• Washington, D.C.: Park’s hotels in the Washington, D.C. market benefited from group demand with combined occupancy of 67% for the quarter, achieving peak combined occupancy of 71% in July 2022. Combined rate for the third quarter was 98% of the third quarter of 2019 on a Pro-forma basis. Preliminary combined occupancy for October 2022 is 80%; and
• Seattle: Occupancy for Park’s Seattle hotels was 68% for the quarter, with peak combined occupancy of 77% in September 2022. Compared to the third quarter of 2019, rate increased by 7% on a Pro-forma basis. Preliminary combined occupancy for October 2022 is 63%.
Balance Sheet and Liquidity
Park’s Net Debt as of September 30, 2022 was $3.9 billion. The Company has just $78 million outstanding on its sole remaining corporate term loan. Park has no significant maturities until the fourth quarter of 2023, and the weighted average maturity of Park's consolidated debt is 4.0 years. Park's current liquidity is approximately $1.9 billion, including $901 million of available capacity under the Company's revolving credit facility ("Revolver").
As of September 30, 2022, Park had $29 million of restricted cash. During the third quarter of 2022, $92 million previously held by the lenders of the mortgage loans secured by the Hilton Hawaiian Village Waikiki Beach Resort and Hilton Denver City Center was released to Park upon submission of the certificates reflecting compliance with financial ratios associated with these loans.
Additionally, Park exited the covenant relief period under its credit facilities in July 2022. Upon exit of the waiver period, certain restrictions related to investments and the incurrence, repayment of debt and dividends and distributions ceased to apply.
Park had the following debt outstanding as of September 30, 2022:
| (unaudited, dollars in millions) | ||||||
|---|---|---|---|---|---|---|
| Debt | Collateral | Interest Rate | Maturity Date | As of September 30, 2022 | ||
| Fixed Rate Debt | ||||||
| Mortgage loan | Hilton Denver City Center | 4.90% | March 2023(1) | $ | 57 | |
| Mortgage loan | Hilton Checkers Los Angeles | 4.11% | March 2023 | 26 | ||
| Mortgage loan | W Chicago – City Center | 4.25% | August 2023 | 75 | ||
| Mortgage loan | Hilton San Francisco Union Square, Parc 55 San Francisco – a Hilton Hotel | 4.11% | November 2023 | 725 | ||
| Mortgage loan | Hyatt Regency Boston | 4.25% | July 2026 | 132 | ||
| Mortgage loan | DoubleTree Hotel Spokane City Center | 3.62% | July 2026 | 14 | ||
| Mortgage loan | Hilton Hawaiian Village Beach Resort | 4.20% | November 2026 | 1,275 | ||
| Mortgage loan | Hilton Santa Barbara Beachfront Resort | 4.17% | December 2026 | 163 | ||
| Mortgage loan | DoubleTree Hotel Ontario Airport | 5.37% | May 2027 | 30 | ||
| 2025 Senior Secured Notes | 7.50% | June 2025 | 650 | |||
| 2028 Senior Secured Notes | 5.88% | October 2028 | 725 | |||
| 2029 Senior Secured Notes | 4.88% | May 2029 | 750 | |||
| Total Fixed Rate Debt | 5.04%(2) | 4,622 | ||||
| Variable Rate Debt | ||||||
| Revolver(3) | Unsecured | L + 1.80%(4) | December 2023 | — | ||
| 2019 Term Facility | Unsecured | L + 1.70%(4) | August 2024 | 78 | ||
| Total Variable Rate Debt | 4.51%(2) | 78 | ||||
| Add: unamortized premium | 3 | |||||
| Less: unamortized deferred financing costs and discount | (33 | ) | ||||
| Total Debt(5) | 5.03%(2) | $ | 4,670 | |||
| (1) | The loan matures in August 2042 but is callable by the lender with six months of notice. As of September 30, 2022, Park had not received notice from the lender. | |||||
| --- | --- | |||||
| (2) | Calculated on a weighted average basis. | |||||
| (3) | Park has $901 million of available capacity under the Revolver. | |||||
| (4) | Upon exiting the covenant relief period under Park's credit facilities in July 2022, the applicable margin on the interest rate of the Revolver and 2019 Term Facility decreased by 1.20% and 0.95%, respectively. | |||||
| (5) | Excludes $170 million of Park’s share of debt of its unconsolidated joint ventures. |
Capital Investments
During 2022, Park spent $104 million on capital improvements at its hotels, of which $52 million was spent during the third quarter of 2022. Park expects to invest approximately $200 million to $225 million in capital improvements during 2022, including $55 million to $62 million on return on investment projects and $145 million to $163 million on maintenance projects. Key current and upcoming projects are summarized below:
• Hilton Hawaiian Village Waikiki Beach Resort (Guestroom): $85 million expected to be invested in three phases of guestroom renovations in the 1,020-room Tapa Tower, of which $36 million has been incurred to-date with $7 million incurred
in the third quarter of 2022. Phase one was completed in 2021, phase two is expected to be completed by the end of 2022 and phase three is expected to be completed by the end of 2023;
• Waldorf Astoria Orlando and Signia by Hilton Orlando Bonnet Creek Complex:
o Meeting space expansion: $110 million expansion to add more than 100,000 square feet of meeting and event space, of which $10 million was incurred during the third quarter of 2022, bringing the total invested to date to $53 million since the project began in the fourth quarter of 2019, before being put on hold in 2020. Park expects the expansion for the Waldorf Astoria Orlando to be completed by the fourth quarter of 2022 and the Signia by Hilton Orlando Bonnet Creek to be completed by the first quarter of 2024;
o Guestroom, existing meeting space & lobby: $20 million for existing meeting space and lobby renovations at the Signia by Hilton Orlando Bonnet Creek, of which $14 million has been incurred to-date with $3 million incurred during the third quarter of 2022. Park expects the project to be completed by the fourth quarter of 2022. Approximately $50 million for guestroom, existing meeting space, lobby and other public space renovations at the Waldorf Astoria Orlando, of which $2 million was incurred during the third quarter of 2022, to be completed by the fourth quarter of 2023; and
o Golf course renovation: $9 million to be invested in two phases of golf course renovations expected to be completed by the fourth quarter of 2023, of which $2 million has been incurred since the project began during the second quarter of 2022.
Dividends
Park declared a third quarter 2022 cash dividend of $0.01 per share to stockholders of record as of September 30, 2022. The third quarter 2022 cash dividend was paid on October 17, 2022.
Park plans to declare its fourth quarter dividend before the end of 2022 and currently expects such dividend to be in the range of $0.21 and $0.26 per share, subject to approval by its Board of Directors. Approximately $0.07 to $0.12 per share of the expected dividend range represents the fourth quarter payment based on 2022 estimated results of operations. The remaining $0.14 per share of the expected dividend range is attributable to gains from the sale of Park's assets year-to-date.
Q4 2022 and Full-Year 2022 Outlook
Park expects fourth quarter and full-year 2022 operating results to be as follows:
| (unaudited, dollars in millions, except per share amounts and RevPAR) | ||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Q4 2022 Outlook | Full-Year 2022 Outlook | |||||||||||
| as of November 2, 2022 | as of November 2, 2022 | |||||||||||
| Metric | Low | High | Low | High | ||||||||
| RevPAR | $ | 163 | $ | 166 | $ | 156 | $ | 157 | ||||
| RevPAR change vs. 2019 | (9 | )% | (7 | )% | (15 | )% | (14 | )% | ||||
| Net income | $ | 6 | $ | 20 | $ | 143 | $ | 157 | ||||
| Net income attributable to stockholders | $ | 4 | $ | 18 | $ | 132 | $ | 147 | ||||
| Earnings per share – Diluted(1) | $ | 0.02 | $ | 0.08 | $ | 0.58 | $ | 0.64 | ||||
| Adjusted EBITDA | $ | 140 | $ | 155 | $ | 587 | $ | 602 | ||||
| Hotel Adjusted EBITDA margin | 24.0 | % | 25.0 | % | 25.6 | % | 25.8 | % | ||||
| Hotel Adjusted EBITDA margin change vs. 2019(2) | (520) bps | (420) bps | (370) bps | (350) bps | ||||||||
| Adjusted FFO per share – Diluted(1) | $ | 0.35 | $ | 0.43 | $ | 1.45 | $ | 1.52 | ||||
| (1) | Per share amounts are calculated based on unrounded numbers. | |||||||||||
| --- | --- | |||||||||||
| (2) | The fourth quarter 2019 margin benefited from $21 million of business interruption proceeds, or a 200 basis point impact, related to the loss of income in prior periods for Park's Puerto Rico and Key West hotels. |
Park's outlook is based in part on the following assumptions:
• Fully diluted weighted average shares are expected to be 224 million and 228 million for Q4 2022 and full-year 2022, respectively; and
• Does not take into account potential future acquisitions and dispositions, which could result in a material change to Park’s outlook.
Park's fourth quarter and full-year 2022 outlook are based on a number of factors, many of which are outside the Company's control, including uncertainty surrounding any new disruptions from the COVID-19 pandemic and other macro-economic factors, including inflation, increases in interest rates, supply chain disruptions and the possibility of an economic recession or slowdown, all of which are subject to change.
Supplemental Disclosures
In conjunction with this release, Park has furnished a financial supplement with additional disclosures on its website. Visit www.pkhotelsandresorts.com for more information. Park has no obligation to update any of the information provided to conform to actual results or changes in Park’s portfolio, capital structure or future expectations.
Conference Call
Park will host a conference call for investors and other interested parties to discuss third quarter 2022 results on November 3, 2022 beginning at 11 a.m. Eastern Time. Participants may listen to the live webcast by logging onto the Investors section of the website at www.pkhotelsandresorts.com. Alternatively, participants may listen to the live call by dialing (877) 451-6152 in the United States or (201) 389-0879 internationally and requesting Park Hotels & Resorts’ Third Quarter 2022 Earnings Conference Call. Participants are encouraged to dial into the call or link to the webcast at least ten minutes prior to the scheduled start time.
A replay of the webcast will be available within 24 hours after the live event on the Investors section of Park’s website.
Forward-Looking Statements
This press release contains forward-looking statements within the meaning of Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended. Forward-looking statements include, but are not limited to, statements related to Park’s current expectations regarding the performance of its business, financial results, liquidity and capital resources, including expected dates that its hotels will break even or achieve positive Hotel Adjusted EBITDA, the impact to the Company's business and financial condition and that of its hotel management companies, measures being taken in response to COVID-19, the impact from macroeconomic factors (including inflation, increases in interest rates, potential economic slowdown or a recession and geopolitical conflicts), the effects of competition and the effects of future legislation or regulations, the expected completion of anticipated dispositions, the declaration and payment of future dividends and other non-historical statements. Forward-looking statements include all statements that are not historical facts, and in some cases, can be identified by the use of forward-looking terminology such as the words “outlook,” “believes,” “expects,” “potential,” “continues,” “may,” “will,” “should,” “could,” “seeks,” “projects,” “predicts,” “intends,” “plans,” “estimates,” “anticipates,” “hopes” or the negative version of these words or other comparable words. You should not rely on forward-looking statements since they involve known and unknown risks, uncertainties and other factors which are, in some cases, beyond the Company’s control and which could materially affect its results of operations, financial condition, cash flows, performance or future achievements or events.
Forward-looking statements are based on current expectations of management and therefore involve estimates and assumptions that are subject to risks, uncertainties and other factors that could cause actual results to differ materially from those expressed in these forward-looking statements. You should not put undue reliance on any forward-looking statements and Park urges investors to carefully review the disclosures Park makes concerning risk and uncertainties in Item 1A: “Risk Factors” in Park’s Annual Report on Form 10-K for the year ended December 31, 2021, as such factors may be updated from time to time in Park’s filings with the SEC, which are accessible on the SEC’s website at www.sec.gov. Except as required by law, Park undertakes no obligation to update or revise publicly any forward-looking statements, whether as a result of new information, future events or otherwise.
Non-GAAP Financial Measures
Park presents certain non-GAAP financial measures in this press release, including Nareit FFO attributable to stockholders, Adjusted FFO attributable to stockholders, EBITDA, Adjusted EBITDA, Hotel Adjusted EBITDA, Hotel Adjusted EBITDA margin and Net debt. These non-GAAP financial measures should be considered along with, but not as alternatives to, net income (loss) as a measure
of its operating performance. Please see the schedules included in this press release including the “Definitions” section for additional information and reconciliations of such non-GAAP financial measures.
About Park
Park is the second largest publicly traded lodging REIT with a diverse portfolio of market-leading hotels and resorts with significant underlying real estate value. Park’s portfolio currently consists of 47 premium-branded hotels and resorts with approximately 30,000 rooms primarily located in prime city center and resort locations. Visit www.pkhotelsandresorts.com for more information.
PARK HOTELS & RESORTS INC.
CONDENSED CONSOLIDATED BALANCE SHEETS
(in millions, except share and per share data)
| December 31, 2021 | |||
|---|---|---|---|
| ASSETS | |||
| Property and equipment, net | 8,292 | $ | 8,511 |
| Investments in affiliates | 4 | 15 | |
| Intangibles, net | 43 | 44 | |
| Cash and cash equivalents | 971 | 688 | |
| Restricted cash | 29 | 75 | |
| Accounts receivable, net of allowance for doubtful accounts of 2 and 2 | 144 | 96 | |
| Prepaid expenses | 40 | 35 | |
| Other assets | 39 | 69 | |
| Operating lease right-of-use assets | 224 | 210 | |
| TOTAL ASSETS (variable interest entities - 240 and 237) | 9,786 | $ | 9,743 |
| LIABILITIES AND EQUITY | |||
| Liabilities | |||
| Debt | 4,670 | $ | 4,672 |
| Accounts payable and accrued expenses | 254 | 156 | |
| Due to hotel managers | 123 | 111 | |
| Other liabilities | 177 | 174 | |
| Operating lease liabilities | 243 | 227 | |
| Total liabilities (variable interest entities - 220 and 219) | 5,467 | 5,340 |
All values are in US Dollars.
| Stockholders' Equity | |||||
|---|---|---|---|---|---|
| Common stock, par value 0.01 per share, 6,000,000,000 shares authorized, 225,354,874 shares issued and 224,842,791 shares outstanding as of September 30, 2022 and 236,888,804 shares issued and 236,483,990 shares outstanding as of December 31, 2021 | 2 | 2 | |||
| Additional paid-in capital | 4,325 | 4,533 | |||
| Retained earnings (accumulated deficit) | 38 | (83 | ) | ||
| Total stockholders' equity | 4,365 | 4,452 | |||
| Noncontrolling interests | (46 | ) | (49 | ) | |
| Total equity | 4,319 | 4,403 | |||
| TOTAL LIABILITIES AND EQUITY | 9,786 | $ | 9,743 |
All values are in US Dollars.
PARK HOTELS & RESORTS INC.
CONDENSED CONSOLIDATED STATEMENTS OF OPERATIONS
(unaudited, in millions, except per share data)
| Three Months Ended September 30, | Nine Months Ended September 30, | |||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|
| 2022 | 2021 | 2022 | 2021 | |||||||||
| Revenues | ||||||||||||
| Rooms | $ | 428 | $ | 274 | $ | 1,153 | $ | 587 | ||||
| Food and beverage | 148 | 76 | 431 | 152 | ||||||||
| Ancillary hotel | 67 | 58 | 198 | 137 | ||||||||
| Other | 19 | 15 | 54 | 35 | ||||||||
| Total revenues | 662 | 423 | 1,836 | 911 | ||||||||
| Operating expenses | ||||||||||||
| Rooms | 115 | 76 | 298 | 170 | ||||||||
| Food and beverage | 115 | 63 | 321 | 126 | ||||||||
| Other departmental and support | 162 | 119 | 453 | 298 | ||||||||
| Other property-level | 58 | 51 | 173 | 151 | ||||||||
| Management fees | 30 | 19 | 84 | 40 | ||||||||
| Casualty and impairment loss, net | 3 | 2 | 4 | 7 | ||||||||
| Depreciation and amortization | 67 | 68 | 204 | 213 | ||||||||
| Corporate general and administrative | 16 | 14 | 48 | 48 | ||||||||
| Other | 18 | 14 | 52 | 34 | ||||||||
| Total expenses | 584 | 426 | 1,637 | 1,087 | ||||||||
| Gain (loss) on sales of assets, net | 14 | (11 | ) | 13 | (5 | ) | ||||||
| Operating income (loss) | 92 | (14 | ) | 212 | (181 | ) | ||||||
| Interest income | 4 | — | 5 | — | ||||||||
| Interest expense | (61 | ) | (66 | ) | (185 | ) | (195 | ) | ||||
| Equity in earnings (losses) from investments in affiliates | 1 | — | 6 | (6 | ) | |||||||
| Other gain (loss), net | 1 | (5 | ) | 98 | (7 | ) | ||||||
| Income (loss) before income taxes | 37 | (85 | ) | 136 | (389 | ) | ||||||
| Income tax benefit | 3 | 3 | 2 | 2 | ||||||||
| Net income (loss) | 40 | (82 | ) | 138 | (387 | ) | ||||||
| Net income attributable to noncontrolling interests | (5 | ) | (4 | ) | (10 | ) | (5 | ) | ||||
| Net income (loss) attributable to stockholders | $ | 35 | $ | (86 | ) | $ | 128 | $ | (392 | ) | ||
| Earnings (loss) per share: | ||||||||||||
| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | ||
| Earnings (loss) per share – Basic | $ | 0.15 | $ | (0.36 | ) | $ | 0.55 | $ | (1.66 | ) | ||
| Earnings (loss) per share – Diluted | $ | 0.15 | $ | (0.36 | ) | $ | 0.55 | $ | (1.66 | ) | ||
| Weighted average shares outstanding – Basic | 224 | 236 | 229 | 236 | ||||||||
| Weighted average shares outstanding – Diluted | 224 | 236 | 229 | 236 |
PARK HOTELS & RESORTS INC.
NON-GAAP FINANCIAL MEASURES RECONCILIATIONS
EBITDA AND ADJUSTED EBITDA
| (unaudited, in millions) | Three Months Ended September 30, | Nine Months Ended September 30, | ||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|
| 2022 | 2021 | 2022 | 2021 | |||||||||
| Net income (loss) | $ | 40 | $ | (82 | ) | $ | 138 | $ | (387 | ) | ||
| Depreciation and amortization expense | 67 | 68 | 204 | 213 | ||||||||
| Interest income | (4 | ) | — | (5 | ) | — | ||||||
| Interest expense | 61 | 66 | 185 | 195 | ||||||||
| Income tax benefit | (3 | ) | (3 | ) | (2 | ) | (2 | ) | ||||
| Interest expense, income tax and depreciation and<br> amortization included in equity in earnings from<br> investments in affiliates | 2 | 3 | 7 | 8 | ||||||||
| EBITDA | 163 | 52 | 527 | 27 | ||||||||
| (Gain) loss on sales of assets, net | (14 | ) | 11 | (13 | ) | 5 | ||||||
| Gain on sale of investments in affiliates(1) | — | — | (92 | ) | — | |||||||
| Share-based compensation expense | 4 | 5 | 13 | 15 | ||||||||
| Casualty and impairment loss, net | 3 | 2 | 4 | 7 | ||||||||
| Other items | 2 | 7 | 8 | 7 | ||||||||
| Adjusted EBITDA | $ | 158 | $ | 77 | $ | 447 | $ | 61 | ||||
| (1) | Included in other gain (loss), net. | |||||||||||
| --- | --- |
PARK HOTELS & RESORTS INC.
NON-GAAP FINANCIAL MEASURES RECONCILIATIONS
PRO-FORMA HOTEL ADJUSTED EBITDA AND
PRO-FORMA HOTEL ADJUSTED EBITDA MARGIN
| (unaudited, dollars in millions) | Three Months Ended | Nine Months Ended | ||||||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| September 30, | September 30, | |||||||||||||||||
| 2022 | 2021 | 2022 | 2021 | |||||||||||||||
| Adjusted EBITDA | $ | 158 | $ | 77 | $ | 447 | $ | 61 | ||||||||||
| Less: Adjusted EBITDA from investments in affiliates | (4 | ) | (4 | ) | (20 | ) | (4 | ) | ||||||||||
| Add: All other(1) | 13 | 11 | 37 | 33 | ||||||||||||||
| Hotel Adjusted EBITDA | 167 | 84 | 464 | 90 | ||||||||||||||
| Less: Adjusted EBITDA from hotels disposed of | (1 | ) | (3 | ) | (4 | ) | 1 | |||||||||||
| Pro-forma Hotel Adjusted EBITDA | $ | 166 | $ | 81 | $ | 460 | $ | 91 | ||||||||||
| Three Months Ended | Nine Months Ended | |||||||||||||||||
| September 30, | September 30, | |||||||||||||||||
| 2022 | 2021 | 2022 | 2021 | |||||||||||||||
| Total Revenues | $ | 662 | $ | 423 | $ | 1,836 | $ | 911 | ||||||||||
| Less: Other revenue | (19 | ) | (15 | ) | (54 | ) | (35 | ) | ||||||||||
| Less: Revenues from hotels disposed of | (1 | ) | (11 | ) | (17 | ) | (33 | ) | ||||||||||
| Pro-forma Hotel Revenues | $ | 642 | $ | 397 | $ | 1,765 | $ | 843 | ||||||||||
| Three Months Ended | Nine Months Ended | |||||||||||||||||
| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- |
| September 30, | September 30, | |||||||||||||||||
| 2022 | 2021 | Change(2) | 2022 | 2021 | Change(2) | |||||||||||||
| Pro-forma Hotel Revenues | $ | 642 | $ | 397 | 61.9 | % | $ | 1,765 | $ | 843 | 109.5 | % | ||||||
| Pro-forma Hotel Adjusted EBITDA | $ | 166 | $ | 81 | 104.5 | % | $ | 460 | $ | 91 | 406.7 | % | ||||||
| Pro-forma Hotel Adjusted EBITDA <br> margin(2) | 25.9 | % | 20.5 | % | 540 bps | 26.1 | % | 10.8 | % | 1,530 bps | ||||||||
| __________________________________ | ||||||||||||||||||
| (1) Includes other revenues and other expenses, non-income taxes on TRS leases included in other property-level expenses and corporate<br> general and administrative expenses in the condensed consolidated statements of operations. | ||||||||||||||||||
| (2) Percentages are calculated based on unrounded numbers. |
PARK HOTELS & RESORTS INC.
NON-GAAP FINANCIAL MEASURES RECONCILIATIONS
NAREIT FFO AND ADJUSTED FFO
(unaudited, in millions, except per share data)
| Three Months Ended September 30, | Nine Months Ended September 30, | |||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|
| 2022 | 2021 | 2022 | 2021 | |||||||||
| Net income (loss) attributable to stockholders | $ | 35 | $ | (86 | ) | $ | 128 | $ | (392 | ) | ||
| Depreciation and amortization expense | 67 | 68 | 204 | 213 | ||||||||
| Depreciation and amortization expense<br> attributable to noncontrolling interests | (1 | ) | (1 | ) | (3 | ) | (3 | ) | ||||
| (Gain) loss on sales of assets, net | (14 | ) | 11 | (13 | ) | 5 | ||||||
| Gain on sale of investments in affiliates(1) | — | — | (92 | ) | — | |||||||
| Impairment loss | — | — | — | 5 | ||||||||
| Equity investment adjustments: | ||||||||||||
| Equity in (earnings) losses from investments in affiliates | (1 | ) | — | (6 | ) | 6 | ||||||
| Pro rata FFO of investments in affiliates | 1 | 3 | 11 | 1 | ||||||||
| Nareit FFO attributable to stockholders | 87 | (5 | ) | 229 | (165 | ) | ||||||
| Casualty loss, net | 3 | 2 | 4 | 2 | ||||||||
| Share-based compensation expense | 4 | 5 | 13 | 15 | ||||||||
| Other items | — | 3 | 5 | 2 | ||||||||
| Adjusted FFO attributable to stockholders | $ | 94 | $ | 5 | $ | 251 | $ | (146 | ) | |||
| Nareit FFO per share – Diluted(2) | $ | 0.39 | $ | (0.02 | ) | $ | 1.00 | $ | (0.70 | ) | ||
| Adjusted FFO per share – Diluted(2) | $ | 0.42 | $ | 0.02 | $ | 1.09 | $ | (0.62 | ) | |||
| Weighted average shares outstanding – Diluted | 224 | 236 | 229 | 236 | ||||||||
| (1) | Included in other gain (loss), net. | |||||||||||
| --- | --- | |||||||||||
| (2) | Per share amounts are calculated based on unrounded numbers. |
PARK HOTELS & RESORTS INC.
NON-GAAP FINANCIAL MEASURES RECONCILIATIONS
NET DEBT
| (unaudited, in millions) | |||
|---|---|---|---|
| September 30, 2022 | |||
| Debt | $ | 4,670 | |
| Add: unamortized deferred financing costs and discount | 33 | ||
| Less: unamortized premium | (3 | ) | |
| Debt, excluding unamortized deferred financing cost,<br> premiums and discounts | 4,700 | ||
| Add: Park's share of unconsolidated affiliates debt, <br> excluding unamortized deferred financing costs | 170 | ||
| Less: cash and cash equivalents | (971 | ) | |
| Less: restricted cash | (29 | ) | |
| Net debt | $ | 3,870 |
PARK HOTELS & RESORTS INC.
NON-GAAP FINANCIAL MEASURES RECONCILIATIONS
2022 OUTLOOK – EBITDA, ADJUSTED EBITDA, HOTEL ADJUSTED EBITDA
AND HOTEL ADJUSTED EBITDA MARGIN
| Three Months Ending | Year Ending | |||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|
| (unaudited, in millions) | December 31, 2022 | December 31, 2022 | ||||||||||
| Low Case | High Case | Low Case | High Case | |||||||||
| Net income | $ | 6 | $ | 20 | $ | 143 | $ | 157 | ||||
| Depreciation and amortization expense | 66 | 66 | 270 | 270 | ||||||||
| Interest income | (7 | ) | (7 | ) | (12 | ) | (12 | ) | ||||
| Interest expense | 62 | 62 | 247 | 247 | ||||||||
| Income tax expense (benefit) | 1 | 2 | (1 | ) | — | |||||||
| Interest expense, income tax and depreciation and amortization<br> included in equity in earnings from investments in affiliates | 2 | 2 | 9 | 9 | ||||||||
| EBITDA | 130 | 145 | 656 | 671 | ||||||||
| Gain on sale of assets, net | — | — | (13 | ) | (13 | ) | ||||||
| Gain on sale of investments in affiliates | — | — | (92 | ) | (92 | ) | ||||||
| Share-based compensation expense | 5 | 5 | 17 | 17 | ||||||||
| Casualty loss | — | — | 4 | 4 | ||||||||
| Other items | 5 | 5 | 15 | 15 | ||||||||
| Adjusted EBITDA | 140 | 155 | 587 | 602 | ||||||||
| Less: Adjusted EBITDA from investments in affiliates | (5 | ) | (5 | ) | (26 | ) | (26 | ) | ||||
| Add: All other | 15 | 15 | 49 | 49 | ||||||||
| Hotel Adjusted EBITDA | $ | 150 | $ | 165 | $ | 610 | $ | 625 | ||||
| Three Months Ending | Year Ending | |||||||||||
| December 31, 2022 | December 31, 2022 | |||||||||||
| Low Case | High Case | Low Case | High Case | |||||||||
| Total Revenues | $ | 642 | $ | 677 | $ | 2,462 | $ | 2,496 | ||||
| Less: Other revenue | (17 | ) | (17 | ) | (71 | ) | (71 | ) | ||||
| Hotel Revenues | $ | 625 | $ | 660 | $ | 2,391 | $ | 2,425 | ||||
| Three Months Ending | Year Ending | |||||||||||
| December 31, 2022 | December 31, 2022 | |||||||||||
| Low Case | High Case | Low Case | High Case | |||||||||
| Hotel Revenues | $ | 625 | $ | 660 | $ | 2,391 | $ | 2,425 | ||||
| Hotel Adjusted EBITDA | $ | 150 | $ | 165 | $ | 610 | $ | 625 | ||||
| Hotel Adjusted EBITDA margin(1) | 24.0 | % | 25.0 | % | 25.6 | % | 25.8 | % | ||||
| (1) | Percentages are calculated based on unrounded numbers. | |||||||||||
| --- | --- |
PARK HOTELS & RESORTS INC.
NON-GAAP FINANCIAL MEASURES RECONCILIATIONS
2022 OUTLOOK – NAREIT FFO ATTRIBUTABLE TO STOCKHOLDERS AND
ADJUSTED FFO ATTRIBUTABLE TO STOCKHOLDERS
| Three Months Ending | Year Ending | |||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|
| (unaudited, in millions except per share data) | December 31, 2022 | December 31, 2022 | ||||||||||
| Low Case | High Case | Low Case | High Case | |||||||||
| Net income attributable to stockholders | $ | 4 | $ | 18 | $ | 132 | $ | 147 | ||||
| Depreciation and amortization expense | 66 | 66 | 270 | 270 | ||||||||
| Depreciation and amortization expense attributable to <br> noncontrolling interests | (1 | ) | (1 | ) | (4 | ) | (4 | ) | ||||
| Gain on sale of assets, net | — | — | (13 | ) | (13 | ) | ||||||
| Gain on sale of investments in affiliates | — | — | (92 | ) | (92 | ) | ||||||
| Equity investment adjustments: | ||||||||||||
| Equity in earnings from investments in affiliates | (1 | ) | (1 | ) | (6 | ) | (6 | ) | ||||
| Pro rata FFO of equity investments | 2 | 2 | 12 | 12 | ||||||||
| Nareit FFO attributable to stockholders | 70 | 84 | 299 | 314 | ||||||||
| Casualty loss | — | — | 4 | 4 | ||||||||
| Share-based compensation expense | 5 | 5 | 17 | 17 | ||||||||
| Other items | 5 | 6 | 10 | 11 | ||||||||
| Adjusted FFO attributable to stockholders | $ | 80 | $ | 95 | $ | 330 | $ | 346 | ||||
| Adjusted FFO per share – Diluted(1) | $ | 0.35 | $ | 0.43 | $ | 1.45 | $ | 1.52 | ||||
| Weighted average diluted shares outstanding | 224 | 224 | 228 | 228 | ||||||||
| (1) | Per share amounts are calculated based on unrounded numbers. | |||||||||||
| --- | --- |
PARK HOTELS & RESORTS INC.
DEFINITIONS
Pro-forma
The Company presents certain data for its consolidated hotels on a Pro-forma hotel basis as supplemental information for investors: Pro-forma Hotel Revenues, Pro-forma RevPAR, Pro-forma Total RevPAR, Pro-forma occupancy, Pro-forma ADR, Pro-forma Hotel Adjusted EBITDA and Pro-forma Hotel Adjusted EBITDA Margin. The Company presents Pro-forma hotel results to help the Company and its investors evaluate the ongoing operating performance of its hotels. The Company’s Pro-forma metrics exclude results from property dispositions that have occurred through November 2, 2022 and include results from property acquisitions as though such acquisitions occurred on the earliest period presented.
EBITDA, Adjusted EBITDA, Hotel Adjusted EBITDA and Hotel Adjusted EBITDA margin
Earnings (loss) before interest expense, taxes and depreciation and amortization (“EBITDA”), presented herein, reflects net income (loss) excluding depreciation and amortization, interest income, interest expense, income taxes and interest expense, income tax and depreciation and amortization included in equity in earnings (losses) from investments in affiliates.
Adjusted EBITDA, presented herein, is calculated as EBITDA, as previously defined, further adjusted to exclude:
• Gains or losses on sales of assets for both consolidated and unconsolidated investments;
• Costs associated with hotel acquisitions or dispositions expensed during the period;
• Severance expense;
• Share-based compensation expense;
• Impairment losses and casualty gains or losses; and
• Other items that management believes are not representative of the Company’s current or future operating performance.
Hotel Adjusted EBITDA measures hotel-level results before debt service, depreciation and corporate expenses of the Company’s consolidated hotels, which excludes hotels owned by unconsolidated affiliates, and is a key measure of the Company’s profitability. The Company presents Hotel Adjusted EBITDA to help the Company and its investors evaluate the ongoing operating performance of the Company’s consolidated hotels.
Hotel Adjusted EBITDA margin is calculated as Hotel Adjusted EBITDA divided by total hotel revenue.
EBITDA, Adjusted EBITDA, Hotel Adjusted EBITDA and Hotel Adjusted EBITDA margin are not recognized terms under United States (“U.S.”) GAAP and should not be considered as alternatives to net income (loss) or other measures of financial performance or liquidity derived in accordance with U.S. GAAP. In addition, the Company’s definitions of EBITDA, Adjusted EBITDA, Hotel Adjusted EBITDA and Hotel Adjusted EBITDA margin may not be comparable to similarly titled measures of other companies.
The Company believes that EBITDA, Adjusted EBITDA, Hotel Adjusted EBITDA and Hotel Adjusted EBITDA margin provide useful information to investors about the Company and its financial condition and results of operations for the following reasons: (i) EBITDA, Adjusted EBITDA, Hotel Adjusted EBITDA and Hotel Adjusted EBITDA margin are among the measures used by the Company’s management team to make day-to-day operating decisions and evaluate its operating performance between periods and between REITs by removing the effect of its capital structure (primarily interest expense) and asset base (primarily depreciation and amortization) from its operating results; and (ii) EBITDA, Adjusted EBITDA, Hotel Adjusted EBITDA and Hotel Adjusted EBITDA margin are frequently used by securities analysts, investors and other interested parties as a common performance measure to compare results or estimate valuations across companies in the industry.
EBITDA, Adjusted EBITDA, Hotel Adjusted EBITDA and Hotel Adjusted EBITDA margin have limitations as analytical tools and should not be considered either in isolation or as a substitute for net income (loss) or other methods of analyzing the Company’s operating performance and results as reported under U.S. GAAP. Because of these limitations, EBITDA, Adjusted EBITDA and Hotel Adjusted EBITDA should not be considered as discretionary cash available to the Company to reinvest in the growth of its business or as measures of cash that will be available to the Company to meet its obligations.
Nareit FFO attributable to stockholders, Adjusted FFO attributable to stockholders, Nareit FFO per share – diluted and Adjusted FFO per share – diluted
Nareit FFO attributable to stockholders and Nareit FFO per diluted share (defined as set forth below) are presented herein as non-GAAP measures of the Company’s performance. The Company calculates funds from (used in) operations (“FFO”) attributable to stockholders for a given operating period in accordance with standards established by the National Association of Real Estate Investment Trusts (“Nareit”), as net income (loss) attributable to stockholders (calculated in accordance with U.S. GAAP), excluding depreciation and amortization, gains or losses on sales of assets, impairment, and the cumulative effect of changes in accounting principles, plus adjustments for unconsolidated joint ventures. Adjustments for unconsolidated joint ventures are calculated to reflect the Company’s pro rata share of the FFO of those entities on the same basis. As noted by Nareit in its December 2018 “Nareit Funds from Operations White Paper – 2018 Restatement,” since real estate values historically have risen or fallen with market conditions, many industry investors have considered presentation of operating results for real estate companies that use historical cost accounting to be insufficient by themselves. For these reasons, Nareit adopted the FFO metric in order to promote an industry-wide measure of REIT operating performance. The Company believes Nareit FFO provides useful information to investors regarding its operating performance and can facilitate comparisons of operating performance between periods and between REITs. The Company’s presentation may not be comparable to FFO reported by other REITs that do not define the terms in accordance with the current Nareit definition, or that interpret the current Nareit definition differently. The Company calculates Nareit FFO per diluted share as Nareit FFO divided by the number of fully diluted shares outstanding during a given operating period.
The Company also presents Adjusted FFO attributable to stockholders and Adjusted FFO per diluted share when evaluating its performance because management believes that the exclusion of certain additional items described below provides useful supplemental information to investors regarding the Company’s ongoing operating performance. Management historically has made the adjustments detailed below in evaluating its performance and in its annual budget process. Management believes that the presentation of Adjusted FFO provides useful supplemental information that is beneficial to an investor’s complete understanding of operating performance. The Company adjusts Nareit FFO attributable to stockholders for the following items, which may occur in any period, and refers to this measure as Adjusted FFO attributable to stockholders:
• Costs associated with hotel acquisitions or dispositions expensed during the period;
• Severance expense;
• Share-based compensation expense; and
• Other items that management believes are not representative of the Company’s current or future operating performance.
Net Debt
Net debt, presented herein, is a non-GAAP financial measure that the Company uses to evaluate its financial leverage. Net debt is calculated as (i) long-term debt, including current maturities and excluding unamortized deferred financing costs; and (ii) the Company’s share of investments in affiliate debt, excluding unamortized deferred financing costs; reduced by (a) cash and cash equivalents; and (b) restricted cash and cash equivalents.
The Company believes Net debt provides useful information about its indebtedness to investors as it is frequently used by securities analysts, investors and other interested parties to compare the indebtedness of companies. Net debt should not be considered as a substitute to debt presented in accordance with U.S. GAAP. Net debt may not be comparable to a similarly titled measure of other companies.
Occupancy
Occupancy represents the total number of room nights sold divided by the total number of room nights available at a hotel or group of hotels. Room nights available to guests have not been adjusted for suspended or reduced operations at certain of the Company's hotels as a result of COVID-19. Occupancy measures the utilization of the Company’s hotels’ available capacity. Management uses occupancy to gauge demand at a specific hotel or group of hotels in a given period. Occupancy levels also help management determine achievable Average Daily Rate (“ADR”) levels as demand for rooms increases or decreases.
Average Daily Rate
ADR (or rate) represents rooms revenue divided by total number of room nights sold in a given period. ADR measures average room price attained by a hotel and ADR trends provide useful information concerning the pricing environment and the nature of the customer base of a hotel or group of hotels. ADR is a commonly used performance measure in the hotel industry, and management uses ADR to assess pricing levels that the Company is able to generate by type of customer, as changes in rates have a more pronounced effect on overall revenues and incremental profitability than changes in occupancy, as described above.
Revenue per Available Room
Revenue per Available Room (“RevPAR”) represents rooms revenue divided by the total number of room nights available to guests for a given period. Room nights available to guests have not been adjusted for suspended or reduced operations at certain of the Company's hotels as a result of COVID-19. Management considers RevPAR to be a meaningful indicator of the Company’s performance as it provides a metric correlated to two primary and key factors of operations at a hotel or group of hotels: occupancy and ADR. RevPAR is also a useful indicator in measuring performance over comparable periods.
Total RevPAR
Total RevPAR represents rooms, food and beverage and other hotel revenues divided by the total number of room nights available to guests for a given period. Room nights available to guests have not been adjusted for suspended or reduced operations at certain of the Company's hotels as a result of COVID-19. Management considers Total RevPAR to be a meaningful indicator of the Company’s performance as approximately one-third of revenues are earned from food and beverage and other hotel revenues. Total RevPAR is also a useful indicator in measuring performance over comparable periods.
EX-99.2
| Exhibit 99.2 |
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PARK HOTELS & RESORTS First Quarter 2021 Supplemental Data MARCH Royal Palm South Beach Miami, a Tribute Portfolio Resort Parc 55 San Francisco, a Hilton Hotel Hilton Hawaiian Village Waikiki Beach Resor
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| " | |
|---|---|
| About Park and Safe Harbor Disclosure | |
| About Park Hotels & Resorts Inc.<br><br>Park (NYSE: PK) is the second largest publicly-traded lodging real estate company with a diverse portfolio of market-leading hotels and resorts with significant underlying real estate value. Park’s portfolio consists of 47 premium-branded hotels and resorts with approximately 30,000 rooms primarily located in prime city center and resort locations. Visit www.pkhotelsandresorts.com for more information.<br><br><br><br>Forward-Looking Statements<br><br>This supplement contains forward-looking statements within the meaning of Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended. Forward-looking statements include, but are not limited to, statements related to Park’s current expectations regarding the performance of its business, financial results, liquidity and capital resources, including expected dates that its hotels will break even or achieve positive Hotel Adjusted EBITDA, the impact to the Company's business and financial condition and that of its hotel management companies, measures being taken in response to COVID-19, the impact from macroeconomic factors (including inflation, increases in interest rates, potential economic slowdown or a recession and geopolitical conflicts), the effects of competition and the effects of future legislation or regulations, the expected completion of anticipated dispositions, the declaration and payment of future dividends and other non-historical statements. Forward-looking statements include all statements that are not historical facts, and in some cases, can be identified by the use of forward-looking terminology such as the words “outlook,” “believes,” “expects,” “potential,” “continues,” “may,” “will,” “should,” “could,” “seeks,” “projects,” “predicts,” “intends,” “plans,” “estimates,” “anticipates,” “hopes” or the negative version of these words or other comparable words. You should not rely on forward-looking statements since they involve known and unknown risks, uncertainties and other factors which are, in some cases, beyond the Company’s control and which could materially affect its results of operations, financial condition, cash flows, performance or future achievements or events.<br><br><br><br>Forward-looking statements are based on current expectations of management and therefore involve estimates and assumptions that are subject to risks, uncertainties and other factors that could cause actual results to differ materially from those expressed in these forward-looking statements. You should not put undue reliance on any forward-looking statements and Park urges investors to carefully review the disclosures Park makes concerning risk and uncertainties in Item 1A: “Risk Factors” in Park’s Annual Report on Form 10-K for the year ended December 31, 2021, as such factors may be updated from time to time in Park’s filings with the SEC, which are accessible on the SEC’s website at www.sec.gov. Except as required by law, Park undertakes no obligation to update or revise publicly any forward-looking statements, whether as a result of new information, future events or otherwise.<br><br><br><br>Supplemental Financial Information<br><br>Park refers to certain non-generally accepted accounting principles (“GAAP”) financial measures in this presentation, including Funds from (used in) Operations (“FFO”) calculated in accordance with the guidelines of the National Association of Real Estate Investment Trusts (“Nareit”), Adjusted FFO, FFO per share, Adjusted FFO per share, Earnings (loss) before interest expense, taxes and depreciation and amortization (“EBITDA”), Adjusted EBITDA, Hotel Adjusted EBITDA, Hotel Adjusted EBITDA margin, Net debt and Net debt to Adjusted EBITDA ratio. These non-GAAP financial measures should be considered along with, but not as alternatives to, net income (loss) as a measure of its operating performance. Please see the schedules included in this presentation including the “Definitions” section for additional information and reconciliations of such non-GAAP financial measures. | |
| --- | |
| 2 | |
| --- | |
| Table of Contents | |
| --- | --- |
| 1. Financial Statements | 4 |
| 2. Supplementary Financial Information | 7 |
| 3. Outlook | 18 |
| 4. Portfolio and Operating Metrics | 22 |
| 5. Properties Acquired and Sold | 41 |
| 6. Capital Structure | 44 |
| 7. Definitions | 46 |
| 3 | |
| --- | |
| Financial Statements | |
| --- |
Casa Marina, a Waldorf Astoria Resort Hilton Chicago Hyatt Regency Mission Bay Spa and Marina
| 4 | |
|---|---|
| Financial Statements | |
| --- | |
| Condensed Consolidated Balance Sheets |
(in millions, except share and per share data)
| December 31, 2021 | |||||
|---|---|---|---|---|---|
| ASSETS | |||||
| Property and equipment, net | 8,292 | $ | 8,511 | ||
| Investments in affiliates | 4 | 15 | |||
| Intangibles, net | 43 | 44 | |||
| Cash and cash equivalents | 971 | 688 | |||
| Restricted cash | 29 | 75 | |||
| Accounts receivable, net of allowance for doubtful accounts of 2 and 2 | 144 | 96 | |||
| Prepaid expenses | 40 | 35 | |||
| Other assets | 39 | 69 | |||
| Operating lease right-of-use assets | 224 | 210 | |||
| TOTAL ASSETS (variable interest entities - 240 and 237) | 9,786 | $ | 9,743 | ||
| LIABILITIES AND EQUITY | |||||
| Liabilities | |||||
| Debt | 4,670 | $ | 4,672 | ||
| Accounts payable and accrued expenses | 254 | 156 | |||
| Due to hotel managers | 123 | 111 | |||
| Other liabilities | 177 | 174 | |||
| Operating lease liabilities | 243 | 227 | |||
| Total liabilities (variable interest entities - 220 and 219) | 5,467 | 5,340 | |||
| Stockholders' Equity | |||||
| Common stock, par value 0.01 per share, 6,000,000,000 shares authorized, 225,354,874 shares issued and 224,842,791 shares outstanding as of September 30, 2022 and 236,888,804 shares issued and 236,483,990 shares outstanding as of December 31, 2021 | 2 | 2 | |||
| Additional paid-in capital | 4,325 | 4,533 | |||
| Retained earnings (accumulated deficit) | 38 | (83 | ) | ||
| Total stockholders' equity | 4,365 | 4,452 | |||
| Noncontrolling interests | (46 | ) | (49 | ) | |
| Total equity | 4,319 | 4,403 | |||
| TOTAL LIABILITIES AND EQUITY | 9,786 | $ | 9,743 |
All values are in US Dollars.
| 5 | |
|---|---|
| Financial Statements (continued) | |
| --- | |
| Condensed Consolidated Statements of Operations |
(unaudited, in millions, except per share data)
| Three Months Ended September 30, | Nine Months Ended September 30, | |||||||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| 2022 | 2021 | 2019 | 2022 | 2021 | 2019 | |||||||||||||
| Revenues | ||||||||||||||||||
| Rooms | $ | 428 | $ | 274 | $ | 430 | $ | 1,153 | $ | 587 | $ | 1,267 | ||||||
| Food and beverage | 148 | 76 | 156 | 431 | 152 | 534 | ||||||||||||
| Ancillary hotel | 67 | 58 | 64 | 198 | 137 | 174 | ||||||||||||
| Other | 19 | 15 | 22 | 54 | 35 | 59 | ||||||||||||
| Total revenues | 662 | 423 | 672 | 1,836 | 911 | 2,034 | ||||||||||||
| Operating expenses | ||||||||||||||||||
| Rooms | 115 | 76 | 114 | 298 | 170 | 334 | ||||||||||||
| Food and beverage | 115 | 63 | 117 | 321 | 126 | 371 | ||||||||||||
| Other departmental and support | 162 | 119 | 153 | 453 | 298 | 453 | ||||||||||||
| Other property-level | 58 | 51 | 54 | 173 | 151 | 152 | ||||||||||||
| Management fees | 30 | 19 | 32 | 84 | 40 | 101 | ||||||||||||
| Casualty and impairment loss, net | 3 | 2 | 8 | 4 | 7 | 8 | ||||||||||||
| Depreciation and amortization | 67 | 68 | 61 | 204 | 213 | 184 | ||||||||||||
| Corporate general and administrative | 16 | 14 | 14 | 48 | 48 | 47 | ||||||||||||
| Acquisition costs | — | — | 59 | — | — | 65 | ||||||||||||
| Other | 18 | 14 | 23 | 52 | 34 | 61 | ||||||||||||
| Total expenses | 584 | 426 | 635 | 1,637 | 1,087 | 1,776 | ||||||||||||
| Gain (loss) on sales of assets, net | 14 | (11 | ) | 1 | 13 | (5 | ) | 20 | ||||||||||
| Operating income (loss) | 92 | (14 | ) | 38 | 212 | (181 | ) | 278 | ||||||||||
| Interest income | 4 | — | 2 | 5 | — | 5 | ||||||||||||
| Interest expense | (61 | ) | (66 | ) | (33 | ) | (185 | ) | (195 | ) | (98 | ) | ||||||
| Equity in earnings (losses) from investments in affiliates | 1 | — | 3 | 6 | (6 | ) | 18 | |||||||||||
| Other gain (loss), net | 1 | (5 | ) | (1 | ) | 98 | (7 | ) | (1 | ) | ||||||||
| Income (loss) before income taxes | 37 | (85 | ) | 9 | 136 | (389 | ) | 202 | ||||||||||
| Income tax benefit (expense) | 3 | 3 | — | 2 | 2 | (12 | ) | |||||||||||
| Net income (loss) | 40 | (82 | ) | 9 | 138 | (387 | ) | 190 | ||||||||||
| Net income attributable to noncontrolling interests | (5 | ) | (4 | ) | (4 | ) | (10 | ) | (5 | ) | (7 | ) | ||||||
| Net income (loss) attributable to stockholders | $ | 35 | $ | (86 | ) | $ | 5 | $ | 128 | $ | (392 | ) | $ | 183 | ||||
| Earnings (loss) per share: | ||||||||||||||||||
| Earnings (loss) per share – Basic | $ | 0.15 | $ | (0.36 | ) | $ | 0.02 | $ | 0.55 | $ | (1.66 | ) | $ | 0.90 | ||||
| Earnings (loss) per share – Diluted | $ | 0.15 | $ | (0.36 | ) | $ | 0.02 | $ | 0.55 | $ | (1.66 | ) | $ | 0.90 | ||||
| Weighted average shares outstanding – Basic | 224 | 236 | 206 | 229 | 236 | 203 | ||||||||||||
| Weighted average shares outstanding – Diluted | 224 | 236 | 207 | 229 | 236 | 204 | ||||||||||||
| 6 | ||||||||||||||||||
| --- | ||||||||||||||||||
| Supplementary Financial Information | ||||||||||||||||||
| --- |
Juniper Hotel Cupertino, Curio Collection Hotel Adagio, Autograph Collection The Reach Key West, Curio Collection
| 7 | ||||||||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Supplementary Financial Information | ||||||||||||||||||
| --- | ||||||||||||||||||
| EBITDA and Adjusted EBITDA | ||||||||||||||||||
| (unaudited, in millions) | Three Months Ended September 30, | Nine Months Ended September 30, | ||||||||||||||||
| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- |
| 2022 | 2021 | 2019 | 2022 | 2021 | 2019 | |||||||||||||
| Net income (loss) | $ | 40 | $ | (82 | ) | $ | 9 | $ | 138 | $ | (387 | ) | $ | 190 | ||||
| Depreciation and amortization expense | 67 | 68 | 61 | 204 | 213 | 184 | ||||||||||||
| Interest income | (4 | ) | — | (2 | ) | (5 | ) | — | (5 | ) | ||||||||
| Interest expense | 61 | 66 | 33 | 185 | 195 | 98 | ||||||||||||
| Income tax (benefit) expense | (3 | ) | (3 | ) | — | (2 | ) | (2 | ) | 12 | ||||||||
| Interest expense, income tax and depreciation and<br><br>amortization included in equity in earnings from<br><br>investments in affiliates | 2 | 3 | 7 | 7 | 8 | 19 | ||||||||||||
| EBITDA | 163 | 52 | 108 | 527 | 27 | 498 | ||||||||||||
| (Gain) loss on sales of assets, net | (14 | ) | 11 | (1 | ) | (13 | ) | 5 | (20 | ) | ||||||||
| Gain on sale of investments in affiliates(1) | — | — | — | (92 | ) | — | — | |||||||||||
| Acquisition costs | — | — | 59 | — | — | 65 | ||||||||||||
| Severance expense | — | — | — | — | — | 2 | ||||||||||||
| Share-based compensation expense | 4 | 5 | 4 | 13 | 15 | 12 | ||||||||||||
| Casualty and impairment loss, net | 3 | 2 | 8 | 4 | 7 | 8 | ||||||||||||
| Other items | 2 | 7 | 2 | 8 | 7 | (2 | ) | |||||||||||
| Adjusted EBITDA | $ | 158 | $ | 77 | $ | 180 | $ | 447 | $ | 61 | $ | 563 |
(1) Included in other gain (loss), net in the condensed consolidated statements of operations.
| 8 | ||||||||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Supplementary Financial Information (continued) | ||||||||||||||||||
| --- | ||||||||||||||||||
| Pro-forma Hotel Adjusted EBITDA and Pro-forma Hotel Adjusted EBITDA Margin | ||||||||||||||||||
| (unaudited, dollars in millions) | ||||||||||||||||||
| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- |
| Three Months Ended September 30, | Nine Months Ended September 30, | |||||||||||||||||
| 2022 | 2021 | 2019 | 2022 | 2021 | 2019 | |||||||||||||
| Adjusted EBITDA(1) | $ | 158 | $ | 77 | $ | 180 | $ | 447 | $ | 61 | $ | 563 | ||||||
| Less: Adjusted EBITDA from investments in affiliates | (4 | ) | (4 | ) | (9 | ) | (20 | ) | (4 | ) | (31 | ) | ||||||
| Add: All other(2) | 13 | 11 | 12 | 37 | 33 | 41 | ||||||||||||
| Hotel Adjusted EBITDA | 167 | 84 | 183 | 464 | 90 | 573 | ||||||||||||
| Add: Adjusted EBITDA from hotels acquired | — | — | 39 | — | — | 129 | ||||||||||||
| Less: Adjusted EBITDA from hotels disposed of | (1 | ) | (3 | ) | (19 | ) | (4 | ) | 1 | (72 | ) | |||||||
| Pro-forma Hotel Adjusted EBITDA | $ | 166 | $ | 81 | $ | 203 | $ | 460 | $ | 91 | $ | 630 | ||||||
| Three Months Ended September 30, | Nine Months Ended September 30, | |||||||||||||||||
| 2022 | 2021 | 2019 | 2022 | 2021 | 2019 | |||||||||||||
| Total Revenues | $ | 662 | $ | 423 | $ | 672 | $ | 1,836 | $ | 911 | $ | 2,034 | ||||||
| Less: Other revenue | (19 | ) | (15 | ) | (22 | ) | (54 | ) | (35 | ) | (59 | ) | ||||||
| Add: Revenues from hotels acquired | — | — | 125 | — | — | 406 | ||||||||||||
| Less: Revenues from hotels disposed of | (1 | ) | (11 | ) | (62 | ) | (17 | ) | (33 | ) | (228 | ) | ||||||
| Pro-forma Hotel Revenues | $ | 642 | $ | 397 | $ | 713 | $ | 1,765 | $ | 843 | $ | 2,153 | ||||||
| Three Months Ended September 30, | 2022 vs 2021 | 2022 vs 2019 | ||||||||||||||||
| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | |||
| 2022 | 2021 | 2019 | Change(3) | Change(3) | ||||||||||||||
| Pro-forma Hotel Revenues | $ | 642 | $ | 397 | $ | 713 | 61.9 | % | (10.0 | )% | ||||||||
| Pro-forma Hotel Adjusted EBITDA | $ | 166 | $ | 81 | $ | 203 | 104.5 | % | (18.2 | )% | ||||||||
| Pro-forma Hotel Adjusted EBITDA margin(3) | 25.9 | % | 20.5 | % | 28.5 | % | 540 | bps | (260 | ) bps | ||||||||
| Nine Months Ended September 30, | 2022 vs 2021 | 2022 vs 2019 | ||||||||||||||||
| 2022 | 2021 | 2019 | Change(3) | Change(3) | ||||||||||||||
| Pro-forma Hotel Revenues | $ | 1,765 | $ | 843 | $ | 2,153 | 109.5 | % | (18.0 | )% | ||||||||
| Pro-forma Hotel Adjusted EBITDA | $ | 460 | $ | 91 | $ | 630 | 406.7 | % | (27.0 | )% | ||||||||
| Pro-forma Hotel Adjusted EBITDA margin(3) | 26.1 | % | 10.8 | % | 29.3 | % | 1,530 | bps | (320 | ) bps | ||||||||
| (1) Includes EBITDA of $8 million for both the three and nine months ended September 30, 2019, for the period of ownership of the Chesapeake hotels.<br><br>The 18 Chesapeake hotels were acquired in connection with the Company’s merger with Chesapeake Lodging Trust on September 18, 2019. | ||||||||||||||||||
| --- | ||||||||||||||||||
| (2) Includes other revenues and other expenses, non-income taxes on TRS leases included in other property-level expenses and corporate<br><br>general and administrative expenses in the condensed consolidated statements of operations.<br><br>(3) Percentages are calculated based on unrounded numbers. | ||||||||||||||||||
| 9 | ||||||||||||||||||
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| Supplementary Financial Information (continued) | ||||||||||||||||||
| --- | ||||||||||||||||||
| Nareit FFO and Adjusted FFO |
(unaudited, in millions, except per share data)
| Three Months Ended September 30, | Nine Months Ended September 30, | |||||||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| 2022 | 2021 | 2019 | 2022 | 2021 | 2019 | |||||||||||||
| Net income (loss) attributable to stockholders | $ | 35 | $ | (86 | ) | $ | 5 | $ | 128 | $ | (392 | ) | $ | 183 | ||||
| Depreciation and amortization expense | 67 | 68 | 61 | 204 | 213 | 184 | ||||||||||||
| Depreciation and amortization expense<br><br>attributable to noncontrolling interests | (1 | ) | (1 | ) | (1 | ) | (3 | ) | (3 | ) | (3 | ) | ||||||
| (Gain) loss on sales of assets, net | (14 | ) | 11 | (1 | ) | (13 | ) | 5 | (20 | ) | ||||||||
| Gain on sale of investments in affiliates(1) | — | — | — | (92 | ) | — | — | |||||||||||
| Impairment loss | — | — | — | — | 5 | — | ||||||||||||
| Equity investment adjustments: | ||||||||||||||||||
| Equity in (earnings) losses from investments in affiliates | (1 | ) | — | (3 | ) | (6 | ) | 6 | (18 | ) | ||||||||
| Pro rata FFO of investments in affiliates | 1 | 3 | 6 | 11 | 1 | 27 | ||||||||||||
| Nareit FFO attributable to stockholders | 87 | (5 | ) | 67 | 229 | (165 | ) | 353 | ||||||||||
| Casualty loss, net | 3 | 2 | 7 | 4 | 2 | 7 | ||||||||||||
| Severance expense | — | — | — | — | — | 2 | ||||||||||||
| Acquisition costs | — | — | 59 | — | — | 65 | ||||||||||||
| Share-based compensation expense | 4 | 5 | 4 | 13 | 15 | 12 | ||||||||||||
| Other items | — | 3 | 3 | 5 | 2 | 1 | ||||||||||||
| Adjusted FFO attributable to stockholders | $ | 94 | $ | 5 | $ | 140 | $ | 251 | $ | (146 | ) | $ | 440 | |||||
| Nareit FFO per share – Diluted(2) | $ | 0.39 | $ | (0.02 | ) | $ | 0.33 | $ | 1.00 | $ | (0.70 | ) | $ | 1.73 | ||||
| Adjusted FFO per share – Diluted(2) | $ | 0.42 | $ | 0.02 | $ | 0.68 | $ | 1.09 | $ | (0.62 | ) | $ | 2.16 | |||||
| Weighted average shares outstanding – Diluted(3) | 224 | 236 | 207 | 229 | 236 | 204 | ||||||||||||
| (1) Included in other gain (loss), net in the condensed consolidated statements of operations.<br><br>(2) Per share amounts are calculated based on unrounded numbers.<br><br>(3) Derived from Park’s earnings per share calculations for each period presented; for shares outstanding as of September 30, 2022, see page 5. | ||||||||||||||||||
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| 10 | ||||||||||||||||||
| --- | ||||||||||||||||||
| Supplementary Financial Information (continued) | ||||||||||||||||||
| --- | ||||||||||||||||||
| Historical Pro-forma Hotel Metrics |
The Pro-forma financial information below is for the 43 consolidated hotels owned as of November 2, 2022.
| Three Months Ended | Nine Months Ended | ||||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| (unaudited) | March 31, | June 30, | September 30, | September 30 | |||||||||||
| 2022 | 2022 | 2022 | 2022 | ||||||||||||
| Pro-forma RevPAR | $ | 117.48 | $ | 173.30 | $ | 171.27 | $ | 154.21 | |||||||
| Pro-forma Occupancy | 51.4 | % | 70.9 | % | 71.7 | % | 64.8 | % | |||||||
| Pro-forma ADR | $ | 228.52 | $ | 244.34 | $ | 238.87 | $ | 238.16 | |||||||
| Pro-forma Hotel Revenues (in millions) | $ | 455 | $ | 668 | $ | 642 | $ | 1,765 | |||||||
| Pro-forma Hotel Adjusted EBITDA (in millions) | $ | 88 | $ | 206 | $ | 166 | $ | 460 | |||||||
| Pro-forma Hotel Adjusted EBITDA margin(1) | 19.3 | % | 30.8 | % | 25.9 | % | 26.1 | % | |||||||
| Three Months Ended | Full Year | ||||||||||||||
| March 31, | June 30, | September 30, | December 31, | December 31, | |||||||||||
| 2021 | 2021 | 2021 | 2021 | 2021 | |||||||||||
| Pro-forma RevPAR | $ | 41.45 | $ | 78.75 | $ | 105.93 | $ | 111.02 | $ | 84.54 | |||||
| Pro-forma Occupancy | 26.1 | % | 41.6 | % | 50.8 | % | 52.0 | % | 42.7 | % | |||||
| Pro-forma ADR | $ | 158.99 | $ | 189.40 | $ | 208.51 | $ | 213.37 | $ | 197.91 | |||||
| Pro-forma Hotel Revenues (in millions) | $ | 150 | $ | 296 | $ | 397 | $ | 427 | $ | 1,270 | |||||
| Pro-forma Hotel Adjusted EBITDA (in millions) | $ | (31 | ) | $ | 41 | $ | 81 | $ | 84 | $ | 175 | ||||
| Pro-forma Hotel Adjusted EBITDA margin(1) | (21.1 | )% | 13.9 | % | 20.5 | % | 19.6 | % | 13.7 | % | |||||
| Three Months Ended | Full Year | ||||||||||||||
| March 31, | June 30, | September 30, | December 31, | December 31, | |||||||||||
| 2019 | 2019 | 2019 | 2019 | 2019 | |||||||||||
| Pro-forma RevPAR | $ | 175.62 | $ | 192.87 | $ | 187.75 | $ | 178.73 | $ | 183.76 | |||||
| Pro-forma Occupancy | 77.4 | % | 85.6 | % | 84.2 | % | 80.5 | % | 82.0 | % | |||||
| Pro-forma ADR | $ | 226.78 | $ | 225.29 | $ | 222.93 | $ | 221.89 | $ | 224.18 | |||||
| Pro-forma Hotel Revenues (in millions) | $ | 687 | $ | 753 | $ | 713 | $ | 732 | $ | 2,885 | |||||
| Pro-forma Hotel Adjusted EBITDA (in millions) | $ | 193 | $ | 234 | $ | 203 | $ | 214 | $ | 844 | |||||
| Pro-forma Hotel Adjusted EBITDA margin(1) | 28.0 | % | 31.1 | % | 28.5 | % | 29.2 | % | 29.3 | % | |||||
| __________________________________________________________________________________<br><br>(1) Percentages are calculated based on unrounded numbers. | |||||||||||||||
| --- | |||||||||||||||
| 11 | |||||||||||||||
| --- | |||||||||||||||
| Supplementary Financial Information (continued) | |||||||||||||||
| --- | |||||||||||||||
| Historical Pro-Forma Hotel Adjusted EBITDA – YTD Q3 2022 | |||||||||||||||
| Three Months Ended | Nine Months Ended | ||||||||||||||
| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | |||
| (unaudited, in millions) | March 31, | June 30, | September 30, | September 30, | |||||||||||
| 2022 | 2022 | 2022 | 2022 | ||||||||||||
| Net (loss) income | $ | (56 | ) | $ | 154 | $ | 40 | $ | 138 | ||||||
| Depreciation and amortization expense | 69 | 68 | 67 | 204 | |||||||||||
| Interest income | — | (1 | ) | (4 | ) | (5 | ) | ||||||||
| Interest expense | 62 | 62 | 61 | 185 | |||||||||||
| Income tax expense | — | 1 | (3 | ) | (2 | ) | |||||||||
| Interest expense, income tax and depreciation and amortization<br><br>included in equity in earnings from investments in affiliates | 1 | 4 | 2 | 7 | |||||||||||
| EBITDA | 76 | 288 | 163 | 527 | |||||||||||
| Loss (gain) on sales of assets, net | — | 1 | (14 | ) | (13 | ) | |||||||||
| Gain on sale of investments in affiliates(1) | — | (92 | ) | — | (92 | ) | |||||||||
| Share-based compensation expense | 4 | 5 | 4 | 13 | |||||||||||
| Casualty loss | — | 1 | 3 | 4 | |||||||||||
| Other items | 2 | 4 | 2 | 8 | |||||||||||
| Adjusted EBITDA | 82 | 207 | 158 | 447 | |||||||||||
| Less: Adjusted EBITDA from hotels disposed of | (1 | ) | (2 | ) | (1 | ) | (4 | ) | |||||||
| Less: Adjusted EBITDA from investments in<br><br>affiliates disposed of | (2 | ) | (4 | ) | (2 | ) | (8 | ) | |||||||
| Pro-forma Adjusted EBITDA | 79 | 201 | 155 | 435 | |||||||||||
| Less: Adjusted EBITDA from investments in affiliates | (3 | ) | (7 | ) | (2 | ) | (12 | ) | |||||||
| Add: All other(2) | 12 | 12 | 13 | 37 | |||||||||||
| Pro-forma Hotel Adjusted EBITDA(3) | $ | 88 | $ | 206 | $ | 166 | $ | 460 | |||||||
| (1) Included in other gain (loss), net in the condensed consolidated statements of operations.<br><br>(2) Includes other revenues and other expenses, non-income taxes on TRS leases included in other property-level expenses and corporate general and administrative expenses in the condensed consolidated statements of operations.<br><br>(3) Includes the 43 consolidated hotels owned as of November 2, 2022. | |||||||||||||||
| --- | |||||||||||||||
| 12 | |||||||||||||||
| --- | |||||||||||||||
| Supplementary Financial Information (continued) | |||||||||||||||
| --- | |||||||||||||||
| Historical Pro-forma Hotel Adjusted EBITDA – Full Year 2021 | |||||||||||||||
| Three Months Ended | Full Year | ||||||||||||||
| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- |
| (unaudited, in millions) | March 31, | June 30, | September 30, | December 31, | December 31, | ||||||||||
| 2021 | 2021 | 2021 | 2021 | 2021 | |||||||||||
| Net loss | $ | (191 | ) | $ | (114 | ) | $ | (82 | ) | $ | (65 | ) | $ | (452 | ) |
| Depreciation and amortization expense | 74 | 71 | 68 | 68 | 281 | ||||||||||
| Interest income | — | — | — | (1 | ) | (1 | ) | ||||||||
| Interest expense | 63 | 66 | 66 | 63 | 258 | ||||||||||
| Income tax expense (benefit) | 1 | — | (3 | ) | 4 | 2 | |||||||||
| Interest expense, income tax and depreciation and amortization<br><br>included in equity in earnings from investments in affiliates | 1 | 4 | 3 | 3 | 11 | ||||||||||
| EBITDA | (52 | ) | 27 | 52 | 72 | 99 | |||||||||
| (Gain) loss on sales of assets, net | — | (6 | ) | 11 | — | 5 | |||||||||
| Share-based compensation expense | 6 | 4 | 5 | 4 | 19 | ||||||||||
| Impairment and casualty loss, net | — | 5 | 2 | 2 | 9 | ||||||||||
| Other items | (3 | ) | 3 | 7 | 3 | 10 | |||||||||
| Adjusted EBITDA | (49 | ) | 33 | 77 | 81 | 142 | |||||||||
| Less: Adjusted EBITDA from hotels disposed of | 5 | (1 | ) | (3 | ) | (3 | ) | (2 | ) | ||||||
| Less: Adjusted EBITDA from investments in affiliates disposed of | 2 | — | (2 | ) | (1 | ) | (1 | ) | |||||||
| Pro-forma Adjusted EBITDA | (42 | ) | 32 | 72 | 77 | 139 | |||||||||
| Less: Adjusted EBITDA from investments in affiliates | — | (2 | ) | (2 | ) | (2 | ) | (6 | ) | ||||||
| Add: All other(1) | 11 | 11 | 11 | 9 | 42 | ||||||||||
| Pro-forma Hotel Adjusted EBITDA(2) | $ | (31 | ) | $ | 41 | $ | 81 | $ | 84 | $ | 175 | ||||
| ______________________________________________________________________________________<br><br>(1) Includes other revenues and other expenses, non-income taxes on TRS leases included in other property-level expenses and corporate general and administrative expenses in the condensed consolidated statements of operations.<br><br>(2) Includes the 43 consolidated hotels owned as of November 2, 2022. | |||||||||||||||
| --- | |||||||||||||||
| 13 | |||||||||||||||
| --- | |||||||||||||||
| Supplementary Financial Information (continued) | |||||||||||||||
| --- | |||||||||||||||
| Historical Pro-forma Hotel Adjusted EBITDA – Full Year 2019 | |||||||||||||||
| Three Months Ended | Full Year | ||||||||||||||
| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- |
| (unaudited, in millions) | March 31, | June 30, | September 30, | December 31, | December 31, | ||||||||||
| 2019 | 2019 | 2019 | 2019 | 2019 | |||||||||||
| Net income | $ | 97 | $ | 84 | $ | 9 | $ | 126 | $ | 316 | |||||
| Depreciation and amortization expense | 62 | 61 | 61 | 80 | 264 | ||||||||||
| Interest income | (1 | ) | (2 | ) | (2 | ) | (1 | ) | (6 | ) | |||||
| Interest expense | 32 | 33 | 33 | 42 | 140 | ||||||||||
| Income tax expense | 7 | 5 | — | 23 | 35 | ||||||||||
| Interest expense, income tax and depreciation and amortization<br><br>included in equity in earnings from investments in affiliates | 5 | 7 | 7 | 4 | 23 | ||||||||||
| EBITDA | 202 | 188 | 108 | 274 | 772 | ||||||||||
| (Gain) loss on sales of assets, net | (31 | ) | 12 | (1 | ) | 1 | (19 | ) | |||||||
| Gain on sale of investments in affiliates(1) | — | — | — | (44 | ) | (44 | ) | ||||||||
| Acquisition costs | — | 6 | 59 | 5 | 70 | ||||||||||
| Severance expense | 1 | 1 | — | — | 2 | ||||||||||
| Share-based compensation expense | 4 | 4 | 4 | 4 | 16 | ||||||||||
| Casualty loss (gain) and impairment loss, net | — | — | 8 | (26 | ) | (18 | ) | ||||||||
| Other items | — | (4 | ) | 2 | 9 | 7 | |||||||||
| Adjusted EBITDA | 176 | 207 | 180 | 223 | 786 | ||||||||||
| Add: Adjusted EBITDA from hotels acquired | 37 | 53 | 39 | — | 129 | ||||||||||
| Less: Adjusted EBITDA from hotels disposed of | (25 | ) | (28 | ) | (19 | ) | (15 | ) | (87 | ) | |||||
| Less: Adjusted EBITDA from investments in<br><br>affiliates disposed of | (3 | ) | (5 | ) | (5 | ) | (3 | ) | (16 | ) | |||||
| Pro-forma Adjusted EBITDA(2) | 185 | 227 | 195 | 205 | 812 | ||||||||||
| Less: Adjusted EBITDA from investments in affiliates | (7 | ) | (7 | ) | (4 | ) | (3 | ) | (21 | ) | |||||
| Add: All other(3) | 15 | 14 | 12 | 12 | 53 | ||||||||||
| Pro-forma Hotel Adjusted EBITDA(4) | $ | 193 | $ | 234 | $ | 203 | $ | 214 | $ | 844 | |||||
| ______________________________________________________________________________________<br><br>(1) Included in other gain (loss), net in the consolidated statements of operations. | |||||||||||||||
| --- | |||||||||||||||
| (2) Full year December 31, 2019 includes $15 million associated with 466 rooms at the Hilton Waikoloa Village that were transferred to Hilton Grand Vacations at the end of 2019, $6 million associated with<br><br>business interruption proceeds related to the loss of income in prior years for the Hilton Caribe and a $6 million operating loss generated from Park’s laundry facilities that were closed in 2021. Excluding these amounts, 2019 Pro-forma Adjusted EBITDA would have been $797 million. | |||||||||||||||
| (3) Includes other revenues and other expenses, non-income taxes on TRS leases included in other property-level expenses and corporate general and administrative expenses in the<br><br>consolidated statements of operations.<br><br>(4) Includes the 43 consolidated hotels owned as of November 2, 2022. | |||||||||||||||
| 14 | |||||||||||||||
| --- | |||||||||||||||
| Supplementary Financial Information (continued) | |||||||||||||||
| --- | |||||||||||||||
| Historical Pro-forma Hotel Revenues – 2022, 2021 and 2019 |
The Pro-forma financial information below is for the 43 consolidated hotels owned as of November 2, 2022.
| Three Months Ended | Nine Months Ended | ||||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| (unaudited, in millions) | March 31, | June 30, | September 30, | September 30, | |||||||||||
| 2022 | 2022 | 2022 | 2022 | ||||||||||||
| Total Revenues | $ | 479 | $ | 695 | $ | 662 | $ | 1,836 | |||||||
| Less: Other revenue | (16 | ) | (19 | ) | (19 | ) | (54 | ) | |||||||
| Less: Revenues from hotels disposed of | (8 | ) | (8 | ) | (1 | ) | (17 | ) | |||||||
| Pro-forma Hotel Revenues | $ | 455 | $ | 668 | $ | 642 | $ | 1,765 | |||||||
| Three Months Ended | Full Year | ||||||||||||||
| March 31, | June 30, | September 30, | December 31, | December 31, | |||||||||||
| 2021 | 2021 | 2021 | 2021 | 2021 | |||||||||||
| Total Revenues | $ | 165 | $ | 323 | $ | 423 | $ | 451 | $ | 1,362 | |||||
| Less: Other revenue | (8 | ) | (12 | ) | (15 | ) | (16 | ) | (51 | ) | |||||
| Less: Revenues from hotels disposed of | (7 | ) | (15 | ) | (11 | ) | (8 | ) | (41 | ) | |||||
| Pro-forma Hotel Revenues | $ | 150 | $ | 296 | $ | 397 | $ | 427 | $ | 1,270 | |||||
| Three Months Ended | Full Year | ||||||||||||||
| March 31, | June 30, | September 30, | December 31, | December 31, | |||||||||||
| 2019 | 2019 | 2019 | 2019 | 2019 | |||||||||||
| Total Revenues | $ | 659 | $ | 703 | $ | 672 | $ | 810 | $ | 2,844 | |||||
| Less: Other revenue | (18 | ) | (19 | ) | (22 | ) | (18 | ) | (77 | ) | |||||
| Add: Revenues from hotels acquired | 130 | 151 | 125 | — | 406 | ||||||||||
| Less: Revenues from hotels disposed of | (84 | ) | (82 | ) | (62 | ) | (60 | ) | (288 | ) | |||||
| Pro-forma Hotel Revenues | $ | 687 | $ | 753 | $ | 713 | $ | 732 | $ | 2,885 | |||||
| 15 | |||||||||||||||
| --- | |||||||||||||||
| Supplementary Financial Information (continued) | |||||||||||||||
| --- | |||||||||||||||
| General and Administrative Expenses | |||||||||||||||
| (unaudited, in millions) | Three Months Ended | Nine Months Ended | |||||||||||||
| --- | --- | --- | --- | --- | --- | --- | --- | --- | |||||||
| September 30, | September 30, | ||||||||||||||
| 2022 | 2021 | 2022 | 2021 | ||||||||||||
| Corporate general and administrative expenses | $ | 16 | $ | 14 | $ | 48 | $ | 48 | |||||||
| Less: | |||||||||||||||
| Share-based compensation expense | 4 | 5 | 13 | 15 | |||||||||||
| Other items | — | 1 | 3 | 3 | |||||||||||
| G&A, excluding expenses not included in Adjusted EBITDA | $ | 12 | $ | 8 | $ | 32 | $ | 30 | |||||||
| 16 | |||||||||||||||
| --- | |||||||||||||||
| Supplementary Financial Information (continued) | |||||||||||||||
| --- | |||||||||||||||
| Net Debt and Net Debt to Pro-forma Adjusted EBITDA Ratio | |||||||||||||||
| (unaudited, in millions) | |||||||||||||||
| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- |
| September 30, 2022 | June 30, 2022 | March 31, 2022 | December 31, 2021 | December 31, 2020 | |||||||||||
| Debt | $ | 4,670 | $ | 4,671 | $ | 4,671 | $ | 4,672 | $ | 5,121 | |||||
| Add: unamortized deferred financing costs and discount | 33 | 35 | 37 | 38 | 38 | ||||||||||
| Less: unamortized premium | (3 | ) | (4 | ) | (4 | ) | (4 | ) | (3 | ) | |||||
| Debt, excluding unamortized deferred financing cost,<br><br>premiums and discounts | 4,700 | 4,702 | 4,704 | 4,706 | 5,156 | ||||||||||
| Add: Park's share of unconsolidated affiliates debt,<br><br>excluding unamortized deferred financing costs | 170 | 170 | 225 | 225 | 225 | ||||||||||
| Less: cash and cash equivalents | (971 | ) | (758 | ) | (639 | ) | (688 | ) | (951 | ) | |||||
| Less: restricted cash | (29 | ) | (109 | ) | (78 | ) | (75 | ) | (30 | ) | |||||
| Net debt | $ | 3,870 | $ | 4,005 | $ | 4,212 | $ | 4,168 | $ | 4,400 | |||||
| 2019 Pro-forma Adjusted EBITDA(1) | $ | 812 | $ | 812 | $ | 812 | $ | 812 | $ | 812 | |||||
| Net debt to Pro-forma Adjusted EBITDA ratio | 4.77x | 4.93x | 5.19x | 5.13x | 5.42x | ||||||||||
| (1) See page 14 for Pro-forma Adjusted EBITDA for the year ended December 31, 2019. | |||||||||||||||
| --- | |||||||||||||||
| 17 | |||||||||||||||
| --- | |||||||||||||||
| Outlook | |||||||||||||||
| --- |
| 18 | ||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Outlook | ||||||||||||
| --- | ||||||||||||
| Q4 2022 and Full-Year 2022 Outlook and Assumptions | ||||||||||||
| (unaudited, dollars in millions, except per share amounts and RevPAR) | ||||||||||||
| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- |
| Q4 2022 Outlook | Full-Year 2022 Outlook | |||||||||||
| as of November 2, 2022 | as of November 2, 2022 | |||||||||||
| Metric | Low | High | Low | High | ||||||||
| RevPAR | $ | 163 | $ | 166 | $ | 156 | $ | 157 | ||||
| RevPAR change vs. 2019 | (9 | )% | (7 | )% | (15 | )% | (14 | )% | ||||
| Net income | $ | 6 | $ | 20 | $ | 143 | $ | 157 | ||||
| Net income attributable to stockholders | $ | 4 | $ | 18 | $ | 132 | $ | 147 | ||||
| Earnings per share – Diluted(1) | $ | 0.02 | $ | 0.08 | $ | 0.58 | $ | 0.64 | ||||
| Adjusted EBITDA | $ | 140 | $ | 155 | $ | 587 | $ | 602 | ||||
| Hotel Adjusted EBITDA margin | 24.0 | % | 25.0 | % | 25.6 | % | 25.8 | % | ||||
| Hotel Adjusted EBITDA margin change vs. 2019(2) | (520 | ) bps | (420 | ) bps | (370 | ) bps | (350 | ) bps | ||||
| Adjusted FFO per share – Diluted(1) | $ | 0.35 | $ | 0.43 | $ | 1.45 | $ | 1.52 |
(1) Per share amounts are calculated based on unrounded numbers.
(2) The fourth quarter 2019 margin benefited from $21 million of business interruption proceeds, or a 200 basis point impact, related to the loss of income in prior periods for Park’s Puerto Rico and Key West hotels.
| Park’s outlook is based in part on the following assumptions:<br><br><br><br>•<br>Fully diluted weighted average shares are expected to be 224 million and 228 million for Q4 2022 and full-year 2022, respectively; and<br><br>•<br>Does not take into account potential future acquisitions and dispositions, which could result in a material change to Park’s outlook.<br><br><br><br>Park's fourth quarter and full-year 2022 outlook are based on a number of factors, many of which are outside the Company's control, including uncertainty surrounding any new disruptions from the COVID-19 pandemic and other macro-economic factors, including inflation, increases in interest rates, supply chain disruptions and the possibility of an economic recession or slowdown, all of which are subject to change. | ||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|
| 19 | ||||||||||||
| --- | ||||||||||||
| Outlook (continued) | ||||||||||||
| --- | ||||||||||||
| EBITDA, Adjusted EBITDA, Hotel Adjusted EBITDA and<br><br>Hotel Adjusted EBITDA Margin | ||||||||||||
| Three Months Ending | Year Ending | |||||||||||
| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- |
| (unaudited, in millions) | December 31, 2022 | December 31, 2022 | ||||||||||
| Low Case | High Case | Low Case | High Case | |||||||||
| Net income | $ | 6 | $ | 20 | $ | 143 | $ | 157 | ||||
| Depreciation and amortization expense | 66 | 66 | 270 | 270 | ||||||||
| Interest income | (7 | ) | (7 | ) | (12 | ) | (12 | ) | ||||
| Interest expense | 62 | 62 | 247 | 247 | ||||||||
| Income tax expense (benefit) | 1 | 2 | (1 | ) | — | |||||||
| Interest expense, income tax and depreciation and amortization<br><br>included in equity in earnings from investments in affiliates | 2 | 2 | 9 | 9 | ||||||||
| EBITDA | 130 | 145 | 656 | 671 | ||||||||
| Gain on sale of assets, net | — | — | (13 | ) | (13 | ) | ||||||
| Gain on sale of investments in affiliates | — | — | (92 | ) | (92 | ) | ||||||
| Share-based compensation expense | 5 | 5 | 17 | 17 | ||||||||
| Casualty loss | — | — | 4 | 4 | ||||||||
| Other items | 5 | 5 | 15 | 15 | ||||||||
| Adjusted EBITDA | 140 | 155 | 587 | 602 | ||||||||
| Less: Adjusted EBITDA from investments in affiliates | (5 | ) | (5 | ) | (26 | ) | (26 | ) | ||||
| Add: All other | 15 | 15 | 49 | 49 | ||||||||
| Hotel Adjusted EBITDA | $ | 150 | $ | 165 | $ | 610 | $ | 625 | ||||
| Three Months Ending | Year Ending | |||||||||||
| December 31, 2022 | December 31, 2022 | |||||||||||
| Low Case | High Case | Low Case | High Case | |||||||||
| Total Revenues | $ | 642 | $ | 677 | $ | 2,462 | $ | 2,496 | ||||
| Less: Other revenue | (17 | ) | (17 | ) | (71 | ) | (71 | ) | ||||
| Hotel Revenues | $ | 625 | $ | 660 | $ | 2,391 | $ | 2,425 | ||||
| Three Months Ending | Year Ending | |||||||||||
| December 31, 2022 | December 31, 2022 | |||||||||||
| Low Case | High Case | Low Case | High Case | |||||||||
| Hotel Revenues | $ | 625 | $ | 660 | $ | 2,391 | $ | 2,425 | ||||
| Hotel Adjusted EBITDA | $ | 150 | $ | 165 | $ | 610 | $ | 625 | ||||
| Hotel Adjusted EBITDA margin(1) | 24.0 | % | 25.0 | % | 25.6 | % | 25.8 | % |
(1) Percentages are calculated based on unrounded numbers.
| 20 | ||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Outlook (continued) | ||||||||||||
| --- | ||||||||||||
| Nareit FFO and Adjusted FFO | ||||||||||||
| Three Months Ending | Year Ending | |||||||||||
| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- |
| (unaudited, in millions except per share data) | December 31, 2022 | December 31, 2022 | ||||||||||
| Low Case | High Case | Low Case | High Case | |||||||||
| Net income attributable to stockholders | $ | 4 | $ | 18 | $ | 132 | $ | 147 | ||||
| Depreciation and amortization expense | 66 | 66 | 270 | 270 | ||||||||
| Depreciation and amortization expense attributable to<br><br>noncontrolling interests | (1 | ) | (1 | ) | (4 | ) | (4 | ) | ||||
| Gain on sale of assets, net | — | — | (13 | ) | (13 | ) | ||||||
| Gain on sale of investments in affiliates | — | — | (92 | ) | (92 | ) | ||||||
| Equity investment adjustments: | ||||||||||||
| Equity in earnings from investments in affiliates | (1 | ) | (1 | ) | (6 | ) | (6 | ) | ||||
| Pro rata FFO of equity investments | 2 | 2 | 12 | 12 | ||||||||
| Nareit FFO attributable to stockholders | 70 | 84 | 299 | 314 | ||||||||
| Casualty loss | — | — | 4 | 4 | ||||||||
| Share-based compensation expense | 5 | 5 | 17 | 17 | ||||||||
| Other items | 5 | 6 | 10 | 11 | ||||||||
| Adjusted FFO attributable to stockholders | $ | 80 | $ | 95 | $ | 330 | $ | 346 | ||||
| Adjusted FFO per share – Diluted(1) | $ | 0.35 | $ | 0.43 | $ | 1.45 | $ | 1.52 | ||||
| Weighted average diluted shares outstanding | 224 | 224 | 228 | 228 |
(1) Per share amounts are calculated based on unrounded numbers.
| 21 | |
|---|---|
| Portfolio and Operating Metrics | |
| --- |
Hilton Santa Barbara Beachfront Resort Hilton New Orleans Riverside Waldorf Astoria Orlando
| 22 | ||||||||||
|---|---|---|---|---|---|---|---|---|---|---|
| Portfolio and Operating Metrics | ||||||||||
| --- | ||||||||||
| Hotel Portfolio as of November 2, 2022 | ||||||||||
| Hotel Name | Total Rooms | Market | Meeting Space<br><br>(square feet) | Ownership | Equity Ownership | Debt<br><br>(in millions) | ||||
| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- |
| Consolidated Portfolio | ||||||||||
| Hilton Hawaiian Village Waikiki Beach Resort | 2,860 | Hawaii | 150,000 | Fee Simple | 100% | $ | 1,275 | |||
| Hilton San Francisco Union Square | 1,921 | San Francisco | 135,000 | Fee Simple | 100% | $ | 725 | (1) | ||
| New York Hilton Midtown | 1,878 | New York | 151,000 | Fee Simple | 100% | — | ||||
| Hilton New Orleans Riverside | 1,622 | New Orleans | 130,000 | Fee Simple | 100% | — | ||||
| Hilton Chicago | 1,544 | Chicago | 234,000 | Fee Simple | 100% | — | ||||
| Parc 55 San Francisco – a Hilton Hotel | 1,024 | San Francisco | 32,000 | Fee Simple | 100% | — | (1) | |||
| Signia by Hilton Orlando Bonnet Creek | 1,009 | Orlando | 157,000 | Fee Simple | 100% | — | ||||
| DoubleTree Hotel Seattle Airport | 850 | Seattle | 41,000 | Leasehold | 100% | — | ||||
| Hilton Orlando Lake Buena Vista | 814 | Orlando | 86,000 | Leasehold | 100% | — | ||||
| Caribe Hilton | 652 | Other U.S. | 65,000 | Fee Simple | 100% | — | ||||
| Hilton Waikoloa Village | 647 | Hawaii | 241,000 | Fee Simple | 100% | — | ||||
| DoubleTree Hotel Washington DC – Crystal City | 627 | Washington, D.C. | 36,000 | Fee Simple | 100% | — | ||||
| Hilton Denver City Center | 613 | Denver | 50,000 | Fee Simple | 100% | $ | 57 | |||
| Hilton Boston Logan Airport | 604 | Boston | 30,000 | Leasehold | 100% | — | ||||
| W Chicago – Lakeshore | 520 | Chicago | 20,000 | Fee Simple | 100% | — | ||||
| Hilton Miami Airport | 508 | Miami | 30,000 | Fee Simple | 100% | — | ||||
| DoubleTree Hotel San Jose | 505 | Other U.S. | 48,000 | Fee Simple | 100% | — | ||||
| Hyatt Regency Boston | 502 | Boston | 30,000 | Fee Simple | 100% | $ | 132 | |||
| Waldorf Astoria Orlando | 502 | Orlando | 33,000 | Fee Simple | 100% | — | ||||
| Hilton Salt Lake City Center | 499 | Other U.S. | 24,000 | Leasehold | 100% | — | ||||
| DoubleTree Hotel Ontario Airport | 482 | Southern California | 27,000 | Fee Simple | 67% | $ | 30 | |||
| Hilton McLean Tysons Corner | 458 | Washington, D.C. | 28,000 | Fee Simple | 100% | — | ||||
| Hyatt Regency Mission Bay Spa and Marina | 438 | Southern California | 24,000 | Leasehold | 100% | — | ||||
| Boston Marriott Newton | 430 | Boston | 34,000 | Fee Simple | 100% | — | ||||
| W Chicago – City Center | 403 | Chicago | 13,000 | Fee Simple | 100% | $ | 75 | |||
| Hilton Seattle Airport & Conference Center | 396 | Seattle | 40,000 | Leasehold | 100% | — | ||||
| Royal Palm South Beach Miami, a Tribute Portfolio Resort | 393 | Miami | 11,000 | Fee Simple | 100% | — | ||||
| DoubleTree Hotel Spokane City Center | 375 | Other U.S. | 21,000 | Fee Simple | 10% | $ | 14 | |||
| Hilton Santa Barbara Beachfront Resort | 360 | Southern California | 62,000 | Fee Simple | 50% | $ | 163 | |||
| Hilton Oakland Airport | 360 | Other U.S. | 15,000 | Leasehold | 100% | — | ||||
| JW Marriott San Francisco Union Square | 344 | San Francisco | 12,000 | Leasehold | 100% | — | ||||
| Hyatt Centric Fisherman's Wharf | 316 | San Francisco | 19,000 | Fee Simple | 100% | — | ||||
| Hilton Short Hills | 314 | Other U.S. | 21,000 | Fee Simple | 100% | — | ||||
| Casa Marina Key West, Curio Collection | 311 | Key West | 21,000 | Fee Simple | 100% | — | ||||
| DoubleTree Hotel San Diego – Mission Valley | 300 | Southern California | 24,000 | Leasehold | 100% | — |
Barbara Beachfront Resort Hilton New Orleans Riverside Waldorf Astoria Orlando
(1) Single $725 million CMBS loan secured by Hilton San Francisco Union Square and Parc 55 San Francisco – a Hilton Hotel.
| 23 | |||||||||
|---|---|---|---|---|---|---|---|---|---|
| Portfolio and Operating Metrics (continued) | |||||||||
| --- | |||||||||
| Hotel Portfolio as of November 2, 2022 | |||||||||
| Hotel Name | Total Rooms | Market | Meeting Space<br><br>(square feet) | Ownership | Equity Ownership | Debt(1)<br><br>(in millions) | |||
| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- |
| Consolidated Portfolio (continued) | |||||||||
| Embassy Suites Kansas City Plaza | 266 | Other U.S. | 11,000 | Leasehold | 100% | — | |||
| Embassy Suites Austin Downtown South Congress | 262 | Other U.S. | 2,000 | Leasehold | 100% | — | |||
| DoubleTree Hotel Sonoma Wine Country | 245 | Other U.S. | 50,000 | Leasehold | 100% | — | |||
| Juniper Hotel Cupertino, Curio Collection | 224 | Other U.S. | 5,000 | Fee Simple | 100% | — | |||
| Hilton Checkers Los Angeles | 193 | Southern California | 3,000 | Fee Simple | 100% | $ | 26 | ||
| Embassy Suites Phoenix Airport | 182 | Other U.S. | 5,000 | Leasehold | 100% | — | |||
| DoubleTree Hotel Durango | 159 | Other U.S. | 7,000 | Leasehold | 100% | — | |||
| The Reach Key West, Curio Collection | 150 | Key West | 18,000 | Fee Simple | 100% | — | |||
| Total Consolidated Portfolio (43 Hotels) | 27,062 | 2,196,000 | $ | 2,497 | |||||
| Unconsolidated Joint Venture Portfolio | |||||||||
| Hilton Orlando | 1,424 | Orlando | 236,000 | Fee Simple | 20% | $ | 95 | ||
| Capital Hilton | 550 | Washington, D.C. | 30,000 | Fee Simple | 25% | $ | 25 | ||
| Hilton La Jolla Torrey Pines | 394 | Southern California | 41,000 | Leasehold | 25% | $ | 24 | ||
| Embassy Suites Alexandria Old Town | 288 | Washington, D.C. | 11,000 | Fee Simple | 50% | $ | 26 | ||
| Total Unconsolidated Joint Venture Portfolio (4 Hotels) | 2,656 | 318,000 | $ | 170 | |||||
| TOTAL PARK HOTELS & RESORTS PORTFOLIO (47 Hotels) | 29,718 | 2,514,000 | $ | 2,667 |
(1) Debt related to unconsolidated joint ventures is presented on a pro-rata basis.
| 24 | ||||||||||||||||||||||||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Portfolio and Operating Metrics (continued) | ||||||||||||||||||||||||||||||||||
| --- | ||||||||||||||||||||||||||||||||||
| Pro-forma Hotels by Market: Q3 2022 vs. Q3 2021 | ||||||||||||||||||||||||||||||||||
| (unaudited) | Pro-forma ADR | Pro-forma Occupancy | Pro-forma RevPAR | Pro-forma Total RevPAR | ||||||||||||||||||||||||||||||
| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- |
| Hotels | Rooms | 3Q22 | 3Q21 | Change(1) | 3Q22 | 3Q21 | Change | 3Q22 | 3Q21 | Change(1) | 3Q22 | 3Q21 | Change(1) | |||||||||||||||||||||
| Hawaii | 2 | 3,507 | $ | 319.46 | $ | 282.63 | 13.0 | % | 89.6 | % | 75.8 | % | 13.8 | % | pts | $ | 286.37 | $ | 214.27 | 33.6 | % | $ | 489.59 | $ | 363.18 | 34.8 | % | |||||||
| San Francisco | 4 | 3,605 | 237.30 | 181.44 | 30.8 | 64.7 | 29.1 | 35.6 | 153.46 | 52.79 | 190.7 | 199.48 | 71.88 | 177.5 | ||||||||||||||||||||
| Orlando | 3 | 2,325 | 188.84 | 185.53 | 1.8 | 59.2 | 49.0 | 10.2 | 111.82 | 90.92 | 23.0 | 224.75 | 188.81 | 19.0 | ||||||||||||||||||||
| New Orleans | 1 | 1,622 | 175.06 | 137.86 | 27.0 | 55.6 | 50.0 | 5.6 | 97.37 | 69.00 | 41.1 | 177.75 | 108.98 | 63.1 | ||||||||||||||||||||
| Boston | 3 | 1,536 | 252.53 | 194.67 | 29.7 | 85.1 | 69.2 | 15.9 | 214.94 | 134.83 | 59.4 | 268.84 | 170.24 | 57.9 | ||||||||||||||||||||
| New York | 1 | 1,878 | 290.39 | — | 100.0 | 74.4 | — | 74.4 | 215.92 | — | 100.0 | 320.68 | 1.64 | 19,469.9 | ||||||||||||||||||||
| Southern California | 5 | 1,773 | 278.65 | 260.31 | 7.0 | 79.3 | 72.8 | 6.5 | 220.86 | 189.38 | 16.6 | 316.81 | 265.20 | 19.5 | ||||||||||||||||||||
| Chicago | 3 | 2,467 | 236.69 | 202.66 | 16.8 | 68.4 | 37.6 | 30.8 | 161.94 | 76.14 | 112.7 | 234.66 | 104.66 | 124.2 | ||||||||||||||||||||
| Key West | 2 | 461 | 396.50 | 459.51 | (13.7 | ) | 66.4 | 68.7 | (2.3 | ) | 263.46 | 315.90 | (16.6 | ) | 391.68 | 442.78 | (11.5 | ) | ||||||||||||||||
| Denver | 1 | 613 | 201.32 | 176.44 | 14.1 | 73.2 | 67.4 | 5.8 | 147.47 | 119.04 | 23.9 | 216.60 | 161.97 | 33.7 | ||||||||||||||||||||
| Miami | 2 | 901 | 166.94 | 174.16 | (4.1 | ) | 79.3 | 66.5 | 12.8 | 132.41 | 115.87 | 14.3 | 185.11 | 159.26 | 16.2 | |||||||||||||||||||
| Washington, D.C. | 2 | 1,085 | 160.78 | 125.86 | 27.7 | 66.6 | 43.3 | 23.3 | 107.03 | 54.48 | 96.5 | 156.41 | 75.62 | 106.8 | ||||||||||||||||||||
| Seattle | 2 | 1,246 | 187.53 | 151.42 | 23.8 | 68.3 | 56.7 | 11.6 | 128.04 | 85.82 | 49.2 | 166.40 | 113.42 | 46.7 | ||||||||||||||||||||
| Other | 12 | 4,043 | 187.17 | 165.81 | 12.9 | 69.5 | 57.0 | 12.5 | 130.10 | 94.43 | 37.8 | 177.13 | 123.11 | 43.9 | ||||||||||||||||||||
| All Markets | 43 | 27,062 | $ | 238.87 | $ | 208.51 | 14.6 | % | 71.7 | % | 50.8 | % | 20.9 | % | pts | $ | 171.27 | $ | 105.93 | 61.7 | % | $ | 257.78 | $ | 159.24 | 61.9 | % | |||||||
| (1) Calculated based on unrounded numbers. | ||||||||||||||||||||||||||||||||||
| --- | ||||||||||||||||||||||||||||||||||
| 25 | ||||||||||||||||||||||||||||||||||
| --- | ||||||||||||||||||||||||||||||||||
| Portfolio and Operating Metrics (continued) | ||||||||||||||||||||||||||||||||||
| --- | ||||||||||||||||||||||||||||||||||
| Pro-forma Hotels by Market: Q3 2022 vs. Q3 2021 | ||||||||||||||||||||||||||||||||||
| (unaudited, dollars in millions) | Pro-forma Hotel Adjusted EBITDA | Pro-forma Hotel Revenue | Pro-forma Hotel Adjusted EBITDA Margin | |||||||||||||||||||||||||||||||
| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | ||||||
| Hotels | Rooms | 3Q22 | 3Q21 | Change(1) | 3Q22 | 3Q21 | Change(1) | 3Q22 | 3Q21 | Change | ||||||||||||||||||||||||
| Hawaii | 2 | 3,507 | $ | 66 | $ | 46 | 42.4 | % | $ | 158 | $ | 117 | 34.8 | % | 41.7 | % | 39.5 | % | 220 | bps | ||||||||||||||
| San Francisco | 4 | 3,605 | 6 | (9 | ) | 166.5 | 66 | 24 | 177.5 | 9.5 | (39.7 | ) | 4,920 | |||||||||||||||||||||
| Orlando | 3 | 2,325 | 9 | 9 | 2.9 | 48 | 40 | 19.0 | 19.8 | 22.9 | (310 | ) | ||||||||||||||||||||||
| New Orleans | 1 | 1,622 | 7 | 4 | 77.9 | 27 | 16 | 63.1 | 25.3 | 23.2 | 210 | |||||||||||||||||||||||
| Boston | 3 | 1,536 | 14 | 7 | 102.9 | 38 | 24 | 57.9 | 35.5 | 27.6 | 790 | |||||||||||||||||||||||
| New York | 1 | 1,878 | 3 | (14 | ) | 122.9 | 55 | — | 19,469.9 | 5.7 | (4,872.2 | ) | 487,790 | |||||||||||||||||||||
| Southern California | 5 | 1,773 | 19 | 17 | 16.0 | 52 | 43 | 19.5 | 37.1 | 38.2 | (110 | ) | ||||||||||||||||||||||
| Chicago | 3 | 2,467 | 13 | 2 | 652.2 | 53 | 24 | 124.2 | 23.8 | 7.1 | 1,670 | |||||||||||||||||||||||
| Key West | 2 | 461 | 4 | 6 | (35.2 | ) | 17 | 19 | (11.5 | ) | 24.7 | 33.7 | (900 | ) | ||||||||||||||||||||
| Denver | 1 | 613 | 5 | 4 | 22.8 | 12 | 9 | 33.7 | 39.4 | 42.9 | (350 | ) | ||||||||||||||||||||||
| Miami | 2 | 901 | 3 | 3 | 11.1 | 15 | 13 | 16.2 | 22.6 | 23.6 | (100 | ) | ||||||||||||||||||||||
| Washington, D.C. | 2 | 1,085 | 3 | — | 792.9 | 16 | 8 | 106.8 | 19.3 | (5.8 | ) | 2,510 | ||||||||||||||||||||||
| Seattle | 2 | 1,246 | 3 | 1 | 182.2 | 19 | 13 | 46.7 | 18.0 | 9.4 | 860 | |||||||||||||||||||||||
| Other | 12 | 4,043 | 11 | 5 | 68.0 | 66 | 47 | 43.9 | 16.4 | 14.0 | 240 | |||||||||||||||||||||||
| All Markets | 43 | 27,062 | $ | 166 | $ | 81 | 104.5 | % | $ | 642 | $ | 397 | 61.9 | % | 25.9 | % | 20.5 | % | 540 | bps |
(1) Calculated based on unrounded numbers.
| 26 | ||||||||||||||||||||||||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Portfolio and Operating Metrics (continued) | ||||||||||||||||||||||||||||||||||
| --- | ||||||||||||||||||||||||||||||||||
| Pro-forma Hotels by Market: YTD Q3 2022 vs. YTD Q3 2021 | ||||||||||||||||||||||||||||||||||
| (unaudited) | Pro-forma ADR | Pro-forma Occupancy | Pro-forma RevPAR | Pro-forma Total RevPAR | ||||||||||||||||||||||||||||||
| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- |
| Hotels | Rooms | 2022 | 2021 | Change(1) | 2022 | 2021 | Change | 2022 | 2021 | Change(1) | 2022 | 2021 | Change(1) | |||||||||||||||||||||
| Hawaii | 2 | 3,507 | $ | 294.71 | $ | 252.90 | 16.5 | % | 84.8 | % | 55.3 | % | 29.5 | % | pts | $ | 249.89 | $ | 139.91 | 78.6 | % | $ | 437.40 | $ | 242.40 | 80.4 | % | |||||||
| San Francisco | 4 | 3,605 | 239.61 | 174.19 | 37.6 | 46.9 | 15.9 | 31.0 | 112.39 | 27.65 | 306.5 | 151.78 | 37.04 | 309.7 | ||||||||||||||||||||
| Orlando | 3 | 2,325 | 234.57 | 186.41 | 25.8 | 61.9 | 41.3 | 20.6 | 145.22 | 77.01 | 88.6 | 289.90 | 156.80 | 84.9 | ||||||||||||||||||||
| New Orleans | 1 | 1,622 | 200.51 | 99.81 | 100.9 | 59.5 | 51.1 | 8.4 | 119.30 | 51.02 | 133.8 | 205.50 | 79.97 | 157.0 | ||||||||||||||||||||
| Boston | 3 | 1,536 | 226.73 | 166.05 | 36.5 | 74.3 | 47.0 | 27.3 | 168.49 | 78.08 | 115.8 | 217.43 | 98.95 | 119.7 | ||||||||||||||||||||
| New York | 1 | 1,878 | 286.64 | — | 100.0 | 59.3 | — | 59.3 | 169.86 | — | 100.0 | 264.80 | 2.01 | 13,104.9 | ||||||||||||||||||||
| Southern California | 5 | 1,773 | 248.78 | 220.43 | 12.9 | 74.3 | 58.6 | 15.7 | 184.77 | 129.21 | 43.0 | 273.41 | 179.07 | 52.7 | ||||||||||||||||||||
| Chicago | 3 | 2,467 | 222.65 | 191.41 | 16.3 | 51.9 | 17.7 | 34.2 | 115.62 | 33.85 | 241.5 | 175.18 | 45.71 | 283.2 | ||||||||||||||||||||
| Key West | 2 | 461 | 576.54 | 494.18 | 16.7 | 74.8 | 81.8 | (7.0 | ) | 430.97 | 404.11 | 6.6 | 616.55 | 571.61 | 7.9 | |||||||||||||||||||
| Denver | 1 | 613 | 182.81 | 144.11 | 26.9 | 67.0 | 47.4 | 19.6 | 122.42 | 68.23 | 79.4 | 182.73 | 89.04 | 105.2 | ||||||||||||||||||||
| Miami | 2 | 901 | 219.93 | 184.78 | 19.0 | 82.1 | 68.1 | 14.0 | 180.52 | 125.85 | 43.4 | 242.17 | 173.42 | 39.6 | ||||||||||||||||||||
| Washington, D.C. | 2 | 1,085 | 158.69 | 119.03 | 33.3 | 62.6 | 39.3 | 23.3 | 99.33 | 46.76 | 112.4 | 143.61 | 59.87 | 139.9 | ||||||||||||||||||||
| Seattle | 2 | 1,246 | 160.97 | 131.87 | 22.1 | 65.7 | 41.1 | 24.6 | 105.77 | 54.18 | 95.2 | 144.63 | 72.25 | 100.2 | ||||||||||||||||||||
| Other | 12 | 4,043 | 189.33 | 151.61 | 24.9 | 64.5 | 49.2 | 15.3 | 122.21 | 74.67 | 63.7 | 168.17 | 97.26 | 72.9 | ||||||||||||||||||||
| All Markets | 43 | 27,062 | $ | 238.16 | $ | 191.06 | 24.6 | % | 64.8 | % | 39.6 | % | 25.2 | % | pts | $ | 154.21 | $ | 75.61 | 103.9 | % | $ | 238.97 | $ | 114.05 | 109.5 | % |
(1) Calculated based on unrounded numbers.
| 27 | ||||||||||||||||||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Portfolio and Operating Metrics (continued) | ||||||||||||||||||||||||||||
| --- | ||||||||||||||||||||||||||||
| Pro-forma Hotels by Market: YTD Q3 2022 vs. YTD Q3 2021 | ||||||||||||||||||||||||||||
| (unaudited, dollars in millions) | Pro-forma Hotel Adjusted EBITDA | Pro-forma Hotel Revenue | Pro-forma Hotel Adjusted EBITDA Margin | |||||||||||||||||||||||||
| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- |
| Hotels | Rooms | 2022 | 2021 | Change(1) | 2022 | 2021 | Change(1) | 2022 | 2021 | Change | ||||||||||||||||||
| Hawaii | 2 | 3,507 | $ | 176 | $ | 74 | 139.9 | % | $ | 419 | $ | 232 | 80.4 | % | 42.1 | % | 31.7 | % | 1,040 | bps | ||||||||
| San Francisco | 4 | 3,605 | 1 | (38 | ) | 101.7 | 149 | 36 | 309.7 | 0.4 | (104.6 | ) | 10,500 | |||||||||||||||
| Orlando | 3 | 2,325 | 58 | 20 | 195.3 | 184 | 100 | 84.9 | 31.6 | 19.8 | 1,180 | |||||||||||||||||
| New Orleans | 1 | 1,622 | 32 | 5 | 583.8 | 91 | 35 | 157.0 | 35.1 | 13.2 | 2,190 | |||||||||||||||||
| Boston | 3 | 1,536 | 28 | 2 | 1,229.4 | 91 | 41 | 119.7 | 30.4 | 5.0 | 2,540 | |||||||||||||||||
| New York | 1 | 1,878 | — | (34 | ) | 99.9 | 136 | 1 | 13,104.9 | — | (3,307.6 | ) | 330,760 | |||||||||||||||
| Southern California | 5 | 1,773 | 45 | 26 | 71.4 | 132 | 87 | 52.7 | 33.6 | 29.9 | 370 | |||||||||||||||||
| Chicago | 3 | 2,467 | 9 | (13 | ) | 167.8 | 118 | 31 | 283.2 | 7.4 | (42.1 | ) | 4,950 | |||||||||||||||
| Key West | 2 | 461 | 33 | 32 | 2.5 | 78 | 72 | 7.9 | 42.6 | 44.8 | (220 | ) | ||||||||||||||||
| Denver | 1 | 613 | 11 | 3 | 217.7 | 31 | 15 | 105.2 | 34.8 | 22.5 | 1,230 | |||||||||||||||||
| Miami | 2 | 901 | 22 | 13 | 66.4 | 60 | 43 | 39.6 | 37.0 | 31.0 | 600 | |||||||||||||||||
| Washington, D.C. | 2 | 1,085 | 8 | (1 | ) | 618.2 | 43 | 18 | 139.9 | 17.9 | (8.3 | ) | 2,620 | |||||||||||||||
| Seattle | 2 | 1,246 | 6 | (2 | ) | 384.1 | 49 | 25 | 100.2 | 12.9 | (9.1 | ) | 2,200 | |||||||||||||||
| Other | 12 | 4,043 | 31 | 4 | 571.0 | 184 | 107 | 72.9 | 17.5 | 4.5 | 1,300 | |||||||||||||||||
| All Markets | 43 | 27,062 | $ | 460 | $ | 91 | 406.7 | % | $ | 1,765 | $ | 843 | 109.5 | % | 26.1 | % | 10.8 | % | 1,530 | bps |
(1) Calculated based on unrounded numbers.
| 28 | ||||||||||||||||||||||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Portfolio and Operating Metrics (continued) | ||||||||||||||||||||||||||||||||
| --- | ||||||||||||||||||||||||||||||||
| Pro-forma Core Hotels: Q3 2022 vs. Q3 2021 | ||||||||||||||||||||||||||||||||
| (unaudited) | Pro-forma ADR | Pro-forma Occupancy | Pro-forma RevPAR | Pro-forma Total RevPAR | ||||||||||||||||||||||||||||
| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- |
| 3Q22 | 3Q21 | Change(1) | 3Q22 | 3Q21 | Change | 3Q22 | 3Q21 | Change(1) | 3Q22 | 3Q21 | Change(1) | |||||||||||||||||||||
| Core Hotels | ||||||||||||||||||||||||||||||||
| 1 | Hilton Hawaiian Village Waikiki Beach Resort | $ | 312.18 | $ | 274.08 | 13.9 | % | 92.1 | % | 75.7 | % | 16.4 | % | pts | $ | 287.56 | $ | 207.38 | 38.7 | % | $ | 461.45 | $ | 326.61 | 41.3 | % | ||||||
| 2 | Hilton Waikoloa Village | 357.15 | 320.05 | 11.6 | 78.7 | 76.4 | 2.3 | 281.12 | 244.71 | 14.9 | 613.98 | 524.84 | 17.0 | |||||||||||||||||||
| 3 | Hilton San Francisco Union Square | 226.50 | 170.01 | 33.2 | 61.5 | 28.8 | 32.7 | 139.41 | 49.01 | 184.5 | 190.71 | 68.78 | 177.3 | |||||||||||||||||||
| 4 | Parc 55 San Francisco – a Hilton Hotel | 225.71 | — | 100.0 | 61.8 | — | 61.8 | 139.39 | — | 100.0 | 155.54 | 2.82 | 5,420.5 | |||||||||||||||||||
| 5 | JW Marriott San Francisco Union Square | 308.48 | 216.47 | 42.5 | 76.3 | 66.6 | 9.7 | 235.47 | 144.26 | 63.2 | 333.41 | 179.94 | 85.3 | |||||||||||||||||||
| 6 | Hyatt Centric Fisherman's Wharf | 242.86 | 175.03 | 38.8 | 80.4 | 84.2 | (3.8 | ) | 195.15 | 147.27 | 32.5 | 249.33 | 196.82 | 26.7 | ||||||||||||||||||
| 7 | Signia by Hilton Orlando Bonnet Creek | 167.35 | 164.66 | 1.6 | 59.1 | 54.8 | 4.3 | 98.97 | 90.21 | 9.7 | 225.08 | 217.31 | 3.6 | |||||||||||||||||||
| 8 | Waldorf Astoria Orlando | 297.50 | 303.60 | (2.0 | ) | 55.1 | 47.1 | 8.0 | 163.88 | 143.01 | 14.6 | 309.18 | 278.05 | 11.2 | ||||||||||||||||||
| 9 | Hilton Orlando Lake Buena Vista | 154.62 | 138.74 | 11.4 | 61.9 | 43.1 | 18.8 | 95.64 | 59.67 | 60.3 | 172.27 | 98.45 | 75.0 | |||||||||||||||||||
| 10 | Hilton New Orleans Riverside | 175.06 | 137.86 | 27.0 | 55.6 | 50.0 | 5.6 | 97.37 | 69.00 | 41.1 | 177.75 | 108.98 | 63.1 | |||||||||||||||||||
| 11 | Hyatt Regency Boston | 271.18 | 208.43 | 30.1 | 89.1 | 73.0 | 16.1 | 241.69 | 152.13 | 58.9 | 300.07 | 191.76 | 56.5 | |||||||||||||||||||
| 12 | Hilton Boston Logan Airport | 266.10 | 198.15 | 34.3 | 94.0 | 82.0 | 12.0 | 250.11 | 162.43 | 54.0 | 308.80 | 202.32 | 52.6 | |||||||||||||||||||
| 13 | Boston Marriott Newton | 197.61 | 161.22 | 22.6 | 68.0 | 47.1 | 20.9 | 134.31 | 75.88 | 77.0 | 176.27 | 100.06 | 76.2 | |||||||||||||||||||
| 14 | New York Hilton Midtown | 290.39 | — | 100.0 | 74.4 | — | 74.4 | 215.92 | — | 100.0 | 320.68 | 1.64 | 19,469.9 | |||||||||||||||||||
| 15 | Hilton Santa Barbara Beachfront Resort | 419.09 | 448.31 | (6.5 | ) | 88.9 | 82.6 | 6.3 | 372.55 | 370.13 | 0.7 | 528.20 | 493.54 | 7.0 | ||||||||||||||||||
| 16 | Hyatt Regency Mission Bay Spa and Marina | 377.70 | 294.30 | 28.3 | 66.0 | 66.4 | (0.4 | ) | 249.42 | 195.62 | 27.5 | 395.79 | 319.80 | 23.8 | ||||||||||||||||||
| 17 | Hilton Checkers Los Angeles | 226.70 | 186.61 | 21.5 | 74.2 | 50.0 | 24.2 | 168.20 | 93.36 | 80.2 | 190.75 | 109.10 | 74.8 | |||||||||||||||||||
| 18 | Hilton Chicago | 221.09 | 201.23 | 9.9 | 67.8 | 31.1 | 36.7 | 149.79 | 62.50 | 139.7 | 243.50 | 96.66 | 151.9 | |||||||||||||||||||
| 19 | W Chicago – City Center | 302.48 | 212.92 | 42.1 | 66.0 | 45.0 | 21.0 | 199.52 | 95.64 | 108.6 | 233.56 | 110.34 | 111.7 | |||||||||||||||||||
| 20 | W Chicago – Lakeshore | 233.60 | 198.25 | 17.8 | 72.3 | 51.2 | 21.1 | 168.88 | 101.53 | 66.3 | 209.25 | 124.04 | 68.7 | |||||||||||||||||||
| 21 | Casa Marina Key West, Curio Collection | 388.55 | 473.52 | (17.9 | ) | 63.6 | 66.4 | (2.8 | ) | 247.24 | 314.76 | (21.5 | ) | 374.30 | 436.97 | (14.3 | ) | |||||||||||||||
| 22 | The Reach Key West, Curio Collection | 411.00 | 433.22 | (5.1 | ) | 72.3 | 73.5 | (1.2 | ) | 297.11 | 318.26 | (6.6 | ) | 427.72 | 454.84 | (6.0 | ) | |||||||||||||||
| 23 | Hilton Denver City Center | 201.32 | 176.44 | 14.1 | 73.2 | 67.4 | 5.8 | 147.47 | 119.04 | 23.9 | 216.60 | 161.97 | 33.7 | |||||||||||||||||||
| 24 | Royal Palm South Beach Miami | 205.55 | 208.03 | (1.2 | ) | 75.0 | 69.6 | 5.4 | 154.22 | 144.83 | 6.5 | 211.36 | 200.17 | 5.6 | ||||||||||||||||||
| 25 | DoubleTree Hotel Washington DC – Crystal City | 150.42 | 123.88 | 21.4 | 72.3 | 39.7 | 32.6 | 108.81 | 49.21 | 121.1 | 149.00 | 64.79 | 130.0 | |||||||||||||||||||
| 26 | DoubleTree Hotel San Jose | 168.19 | 124.86 | 34.7 | 63.3 | 56.0 | 7.3 | 106.44 | 69.87 | 52.3 | 152.86 | 96.26 | 58.8 | |||||||||||||||||||
| 27 | Juniper Hotel Cupertino, Curio Collection | 227.23 | 125.04 | 81.7 | 79.2 | 54.7 | 24.5 | 180.02 | 68.48 | 162.9 | 201.28 | 83.19 | 142.0 | |||||||||||||||||||
| Sub-total Core Hotels | $ | 256.48 | $ | 225.55 | 13.7 | % | 71.8 | % | 48.1 | % | 23.7 | % | pts | $ | 184.12 | $ | 108.60 | 69.5 | % | $ | 282.04 | $ | 168.64 | 67.2 | % | |||||||
| All Other Hotels | $ | 180.64 | $ | 163.17 | 10.7 | % | 71.4 | % | 59.5 | % | 11.9 | % | pts | $ | 129.01 | $ | 97.12 | 32.8 | % | $ | 177.96 | $ | 128.32 | 38.7 | % | |||||||
| Total Consolidated Portfolio | $ | 238.87 | $ | 208.51 | 14.6 | % | 71.7 | % | 50.8 | % | 20.9 | % | pts | $ | 171.27 | $ | 105.93 | 61.7 | % | $ | 257.78 | $ | 159.24 | 61.9 | % |
(1) Calculated based on unrounded numbers.
| 29 | ||||||||||||||||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Portfolio and Operating Metrics (continued) | ||||||||||||||||||||||||||
| --- | ||||||||||||||||||||||||||
| Pro-forma Core Hotels: Q3 2022 vs. Q3 2021 | ||||||||||||||||||||||||||
| (unaudited, dollars in millions) | Pro-forma Hotel Adjusted EBITDA | Pro-forma Hotel Revenue | Pro-forma Hotel Adjusted EBITDA Margin | |||||||||||||||||||||||
| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- |
| 3Q22 | 3Q21 | Change(1) | 3Q22 | 3Q21 | Change(1) | 3Q22 | 3Q21 | Change | ||||||||||||||||||
| Core Hotels | ||||||||||||||||||||||||||
| 1 | Hilton Hawaiian Village Waikiki Beach Resort | $ | 51 | $ | 35 | 46.7 | % | $ | 121 | $ | 86 | 41.3 | % | 42.0 | % | 40.5 | % | 150 | bps | |||||||
| 2 | Hilton Waikoloa Village | 15 | 11 | 29.4 | 37 | 31 | 17.0 | 40.4 | 36.5 | 390 | ||||||||||||||||
| 3 | Hilton San Francisco Union Square | 3 | (6 | ) | 143.7 | 34 | 12 | 177.3 | 7.8 | (49.6 | ) | 5,740 | ||||||||||||||
| 4 | Parc 55 San Francisco – a Hilton Hotel | — | (4 | ) | 105.5 | 15 | — | 5,420.5 | 1.4 | (1,426.8 | ) | 142,820 | ||||||||||||||
| 5 | JW Marriott San Francisco Union Square | 2 | (1 | ) | 279.8 | 11 | 6 | 85.3 | 14.7 | (15.1 | ) | 2,980 | ||||||||||||||
| 6 | Hyatt Centric Fisherman's Wharf | 2 | 1 | 56.9 | 7 | 6 | 26.7 | 26.2 | 21.2 | 500 | ||||||||||||||||
| 7 | Signia by Hilton Orlando Bonnet Creek | 4 | 6 | (28.7 | ) | 21 | 20 | 3.6 | 19.4 | 28.2 | (880 | ) | ||||||||||||||
| 8 | Waldorf Astoria Orlando | 3 | 3 | (2.1 | ) | 14 | 13 | 11.2 | 18.9 | 21.5 | (260 | ) | ||||||||||||||
| 9 | Hilton Orlando Lake Buena Vista | 3 | 1 | 250.3 | 13 | 7 | 75.0 | 21.2 | 10.6 | 1,060 | ||||||||||||||||
| 10 | Hilton New Orleans Riverside | 7 | 4 | 77.9 | 27 | 16 | 63.1 | 25.3 | 23.2 | 210 | ||||||||||||||||
| 11 | Hyatt Regency Boston | 6 | 3 | 108.1 | 14 | 9 | 56.5 | 43.9 | 33.0 | 1,090 | ||||||||||||||||
| 12 | Hilton Boston Logan Airport | 6 | 3 | 79.8 | 17 | 11 | 52.6 | 33.0 | 28.0 | 500 | ||||||||||||||||
| 13 | Boston Marriott Newton | 2 | 1 | 200.3 | 7 | 4 | 76.2 | 25.3 | 14.8 | 1,050 | ||||||||||||||||
| 14 | New York Hilton Midtown | 3 | (14 | ) | 122.9 | 55 | — | 19,469.9 | 5.7 | (4,872.2 | ) | 487,790 | ||||||||||||||
| 15 | Hilton Santa Barbara Beachfront Resort | 10 | 10 | 1.4 | 17 | 16 | 7.0 | 56.3 | 59.4 | (310 | ) | |||||||||||||||
| 16 | Hyatt Regency Mission Bay Spa and Marina | 5 | 4 | 25.6 | 16 | 13 | 23.8 | 29.1 | 28.7 | 40 | ||||||||||||||||
| 17 | Hilton Checkers Los Angeles | 1 | — | 48,140.4 | 3 | 2 | 74.8 | 20.7 | 0.1 | 2,060 | ||||||||||||||||
| 18 | Hilton Chicago | 9 | 1 | 719.5 | 35 | 14 | 151.9 | 25.5 | 7.9 | 1,760 | ||||||||||||||||
| 19 | W Chicago – City Center | 2 | — | 687.8 | 9 | 4 | 111.7 | 23.6 | 6.4 | 1,720 | ||||||||||||||||
| 20 | W Chicago – Lakeshore | 2 | — | 421.5 | 10 | 6 | 68.7 | 18.4 | 5.9 | 1,250 | ||||||||||||||||
| 21 | Casa Marina Key West, Curio Collection | 3 | 4 | (41.0 | ) | 11 | 13 | (14.3 | ) | 23.4 | 34.0 | (1,060 | ) | |||||||||||||
| 22 | The Reach Key West, Curio Collection | 2 | 2 | (23.4 | ) | 6 | 6 | (6.0 | ) | 26.9 | 33.0 | (610 | ) | |||||||||||||
| 23 | Hilton Denver City Center | 5 | 4 | 22.8 | 12 | 9 | 33.7 | 39.4 | 42.9 | (350 | ) | |||||||||||||||
| 24 | Royal Palm South Beach Miami | 2 | 2 | 11.5 | 8 | 7 | 5.6 | 25.2 | 23.9 | 130 | ||||||||||||||||
| 25 | DoubleTree Hotel Washington DC – Crystal City | 2 | — | 13,364.8 | 9 | 4 | 130.0 | 26.7 | 0.5 | 2,620 | ||||||||||||||||
| 26 | DoubleTree Hotel San Jose | — | — | 272.2 | 7 | 4 | 58.8 | 3.7 | (3.4 | ) | 710 | |||||||||||||||
| 27 | Juniper Hotel Cupertino, Curio Collection | 1 | — | 955.0 | 4 | 2 | 142.0 | 33.1 | (9.4 | ) | 4,250 | |||||||||||||||
| Sub-total Core Hotels | $ | 151 | $ | 70 | 112.7 | % | $ | 540 | $ | 321 | 67.2 | % | 27.4 | % | 21.6 | % | 580 | bps | ||||||||
| All Other Hotels | $ | 15 | $ | 11 | 56.7 | % | $ | 102 | $ | 76 | 38.7 | % | 18.2 | % | 16.1 | % | 210 | bps | ||||||||
| Total Consolidated Portfolio | $ | 166 | $ | 81 | 104.5 | % | $ | 642 | $ | 397 | 61.9 | % | 25.9 | % | 20.5 | % | 540 | bps |
(1) Calculated based on unrounded numbers.
| 30 | ||||||||||||||||||||||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Portfolio and Operating Metrics (continued) | ||||||||||||||||||||||||||||||||
| --- | ||||||||||||||||||||||||||||||||
| Pro-forma Core Hotels: YTD Q3 2022 vs. YTD Q3 2021 | ||||||||||||||||||||||||||||||||
| (unaudited) | Pro-forma ADR | Pro-forma Occupancy | Pro-forma RevPAR | Pro-forma Total RevPAR | ||||||||||||||||||||||||||||
| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- |
| 2022 | 2021 | Change(1) | 2022 | 2021 | Change | 2022 | 2021 | Change(1) | 2022 | 2021 | Change(1) | |||||||||||||||||||||
| Core Hotels | ||||||||||||||||||||||||||||||||
| 1 | Hilton Hawaiian Village Waikiki Beach Resort | $ | 284.59 | $ | 249.54 | 14.0 | % | 86.5 | % | 53.1 | % | 33.4 | % | pts | $ | 246.10 | $ | 132.44 | 85.8 | % | $ | 398.78 | $ | 209.43 | 90.4 | % | ||||||
| 2 | Hilton Waikoloa Village | 344.72 | 264.99 | 30.1 | 77.4 | 65.3 | 12.1 | 266.65 | 172.92 | 54.2 | 608.11 | 388.17 | 56.7 | |||||||||||||||||||
| 3 | Hilton San Francisco Union Square | 233.89 | 169.06 | 38.4 | 48.0 | 11.9 | 36.1 | 112.28 | 20.16 | 457.0 | 159.79 | 28.22 | 466.2 | |||||||||||||||||||
| 4 | Parc 55 San Francisco – a Hilton Hotel | 235.41 | — | 100.0 | 29.2 | — | 29.2 | 68.85 | — | 100.0 | 78.28 | 1.44 | 5,327.9 | |||||||||||||||||||
| 5 | JW Marriott San Francisco Union Square | 293.69 | 199.24 | 47.4 | 68.8 | 46.5 | 22.3 | 202.11 | 92.67 | 118.1 | 277.97 | 113.20 | 145.6 | |||||||||||||||||||
| 6 | Hyatt Centric Fisherman's Wharf | 212.60 | 158.75 | 33.9 | 73.6 | 58.0 | 15.6 | 156.50 | 92.03 | 70.1 | 203.84 | 123.13 | 65.5 | |||||||||||||||||||
| 7 | Signia by Hilton Orlando Bonnet Creek | 211.47 | 162.52 | 30.1 | 61.3 | 45.9 | 15.4 | 129.58 | 74.60 | 73.7 | 299.40 | 169.67 | 76.5 | |||||||||||||||||||
| 8 | Waldorf Astoria Orlando | 377.11 | 324.32 | 16.3 | 59.7 | 38.9 | 20.8 | 224.99 | 126.19 | 78.3 | 412.84 | 252.99 | 63.2 | |||||||||||||||||||
| 9 | Hilton Orlando Lake Buena Vista | 180.11 | 133.86 | 34.5 | 64.1 | 37.1 | 27.0 | 115.42 | 49.67 | 132.4 | 202.31 | 81.52 | 148.2 | |||||||||||||||||||
| 10 | Hilton New Orleans Riverside | 200.51 | 99.81 | 100.9 | 59.5 | 51.1 | 8.4 | 119.30 | 51.02 | 133.8 | 205.50 | 79.97 | 157.0 | |||||||||||||||||||
| 11 | Hyatt Regency Boston | 254.60 | 170.25 | 49.5 | 71.9 | 48.1 | 23.8 | 183.17 | 81.99 | 123.4 | 233.98 | 103.82 | 125.4 | |||||||||||||||||||
| 12 | Hilton Boston Logan Airport | 225.93 | 171.52 | 31.7 | 89.6 | 57.6 | 32.0 | 202.41 | 98.85 | 104.8 | 254.18 | 122.89 | 106.8 | |||||||||||||||||||
| 13 | Boston Marriott Newton | 186.46 | 144.02 | 29.5 | 55.6 | 30.8 | 24.8 | 103.68 | 44.35 | 133.8 | 146.51 | 59.64 | 145.6 | |||||||||||||||||||
| 14 | New York Hilton Midtown | 286.64 | — | 100.0 | 59.3 | — | 59.3 | 169.86 | — | 100.0 | 264.80 | 2.01 | 13,104.9 | |||||||||||||||||||
| 15 | Hilton Santa Barbara Beachfront Resort | 377.74 | 375.22 | 0.7 | 79.6 | 67.5 | 12.1 | 300.72 | 253.18 | 18.8 | 434.22 | 335.94 | 29.3 | |||||||||||||||||||
| 16 | Hyatt Regency Mission Bay Spa and Marina | 310.68 | 250.99 | 23.8 | 63.0 | 49.1 | 13.9 | 195.85 | 123.24 | 58.9 | 327.33 | 205.32 | 59.4 | |||||||||||||||||||
| 17 | Hilton Checkers Los Angeles | 222.70 | 162.85 | 36.7 | 66.5 | 37.3 | 29.2 | 148.01 | 60.74 | 143.7 | 168.66 | 70.67 | 138.7 | |||||||||||||||||||
| 18 | Hilton Chicago | 209.50 | 198.32 | 5.6 | 51.5 | 11.4 | 40.1 | 107.91 | 22.59 | 377.8 | 185.55 | 35.52 | 422.4 | |||||||||||||||||||
| 19 | W Chicago – City Center | 290.20 | 207.70 | 39.7 | 49.7 | 18.9 | 30.8 | 144.29 | 39.32 | 267.0 | 172.69 | 45.49 | 279.6 | |||||||||||||||||||
| 20 | W Chicago – Lakeshore | 211.85 | 178.07 | 19.0 | 54.9 | 35.4 | 19.5 | 116.26 | 63.06 | 84.4 | 146.29 | 76.16 | 92.1 | |||||||||||||||||||
| 21 | Casa Marina Key West, Curio Collection | 574.03 | 514.31 | 11.6 | 73.6 | 80.5 | (6.9 | ) | 422.69 | 414.18 | 2.1 | 607.59 | 585.91 | 3.7 | ||||||||||||||||||
| 22 | The Reach Key West, Curio Collection | 581.53 | 454.33 | 28.0 | 77.1 | 84.4 | (7.3 | ) | 448.15 | 383.22 | 16.9 | 635.15 | 541.95 | 17.2 | ||||||||||||||||||
| 23 | Hilton Denver City Center | 182.81 | 144.11 | 26.9 | 67.0 | 47.4 | 19.6 | 122.42 | 68.23 | 79.4 | 182.73 | 89.04 | 105.2 | |||||||||||||||||||
| 24 | Royal Palm South Beach Miami | 285.68 | 220.92 | 29.3 | 77.7 | 76.6 | 1.1 | 221.91 | 169.12 | 31.2 | 288.64 | 234.51 | 23.1 | |||||||||||||||||||
| 25 | DoubleTree Hotel Washington DC – Crystal City | 151.87 | 119.83 | 26.7 | 69.1 | 36.8 | 32.3 | 104.89 | 44.01 | 138.3 | 140.88 | 53.88 | 161.4 | |||||||||||||||||||
| 26 | DoubleTree Hotel San Jose | 163.38 | 119.18 | 37.1 | 58.2 | 40.7 | 17.5 | 95.03 | 48.49 | 96.0 | 136.91 | 65.89 | 107.8 | |||||||||||||||||||
| 27 | Juniper Hotel Cupertino, Curio Collection | 200.19 | 109.44 | 82.9 | 64.9 | 43.8 | 21.1 | 129.95 | 48.00 | 170.7 | 150.92 | 56.30 | 168.1 | |||||||||||||||||||
| Sub-total Core Hotels | $ | 257.19 | $ | 209.52 | 22.8 | % | 63.7 | % | 36.1 | % | 27.6 | % | pts | $ | 163.92 | $ | 75.64 | 116.7 | % | $ | 259.47 | $ | 118.57 | 118.8 | % | |||||||
| All Other Hotels | $ | 179.54 | $ | 148.08 | 21.2 | % | 68.1 | % | 51.0 | % | 17.1 | % | pts | $ | 122.26 | $ | 75.53 | 61.9 | % | $ | 171.51 | $ | 99.18 | 72.9 | % | |||||||
| Total Consolidated Portfolio | $ | 238.16 | $ | 191.06 | 24.6 | % | 64.8 | % | 39.6 | % | 25.2 | % | pts | $ | 154.21 | $ | 75.61 | 103.9 | % | $ | 238.97 | $ | 114.05 | 109.5 | % |
(1) Calculated based on unrounded numbers.
| 31 | |||||||||||||||||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Portfolio and Operating Metrics (continued) | |||||||||||||||||||||||||||
| --- | |||||||||||||||||||||||||||
| Pro-forma Core Hotels: YTD Q3 2022 vs. YTD Q3 2021 | |||||||||||||||||||||||||||
| (unaudited, dollars in millions) | Pro-forma Hotel Adjusted EBITDA | Pro-forma Hotel Revenue | Pro-forma Hotel Adjusted EBITDA Margin | ||||||||||||||||||||||||
| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- |
| 2022 | 2021 | Change(1) | 2022 | 2021 | Change(1) | 2022 | 2021 | Change | |||||||||||||||||||
| Core Hotels | |||||||||||||||||||||||||||
| 1 | Hilton Hawaiian Village Waikiki Beach Resort | $ | 134 | $ | 52 | 156.1 | % | $ | 311 | $ | 164 | 90.4 | % | 43.0 | % | 32.0 | % | 1,100 | bps | ||||||||
| 2 | Hilton Waikoloa Village | 43 | 21 | 100.0 | 107 | 69 | 56.7 | 39.6 | 31.0 | 860 | |||||||||||||||||
| 3 | Hilton San Francisco Union Square | — | (22 | ) | 99.4 | 84 | 15 | 466.2 | (0.2 | ) | (146.9 | ) | 14,670 | ||||||||||||||
| 4 | Parc 55 San Francisco – a Hilton Hotel | (6 | ) | (12 | ) | 50.1 | 22 | — | 100.0 | (27.1 | ) | (2,952.6 | ) | 292,550 | |||||||||||||
| 5 | JW Marriott San Francisco Union Square | 3 | (5 | ) | 165.2 | 26 | 11 | 145.6 | 12.3 | (46.1 | ) | 5,840 | |||||||||||||||
| 6 | Hyatt Centric Fisherman's Wharf | 4 | — | 728.6 | 18 | 11 | 65.5 | 20.0 | 4.0 | 1,600 | |||||||||||||||||
| 7 | Signia by Hilton Orlando Bonnet Creek | 27 | 11 | 152.3 | 82 | 47 | 76.5 | 32.8 | 22.9 | 990 | |||||||||||||||||
| 8 | Waldorf Astoria Orlando | 18 | 8 | 117.9 | 57 | 35 | 63.2 | 31.1 | 23.3 | 780 | |||||||||||||||||
| 9 | Hilton Orlando Lake Buena Vista | 14 | 1 | 1,400.9 | 45 | 18 | 148.2 | 30.1 | 5.0 | 2,510 | |||||||||||||||||
| 10 | Hilton New Orleans Riverside | 32 | 5 | 583.8 | 91 | 35 | 157.0 | 35.1 | 13.2 | 2,190 | |||||||||||||||||
| 11 | Hyatt Regency Boston | 12 | 1 | 1,089.9 | 32 | 14 | 125.4 | 37.9 | 7.2 | 3,070 | |||||||||||||||||
| 12 | Hilton Boston Logan Airport | 12 | 2 | 600.2 | 42 | 20 | 106.8 | 28.2 | 8.3 | 1,990 | |||||||||||||||||
| 13 | Boston Marriott Newton | 4 | (1 | ) | 698.9 | 17 | 7 | 145.6 | 21.8 | (8.9 | ) | 3,070 | |||||||||||||||
| 14 | New York Hilton Midtown | — | (34 | ) | 99.9 | 136 | 1 | 13,104.9 | — | (3,307.6 | ) | 330,760 | |||||||||||||||
| 15 | Hilton Santa Barbara Beachfront Resort | 21 | 17 | 22.2 | 43 | 33 | 29.3 | 50.0 | 52.9 | (290 | ) | ||||||||||||||||
| 16 | Hyatt Regency Mission Bay Spa and Marina | 11 | 5 | 119.3 | 39 | 25 | 59.4 | 27.1 | 19.7 | 740 | |||||||||||||||||
| 17 | Hilton Checkers Los Angeles | 2 | (1 | ) | 265.4 | 9 | 4 | 138.7 | 19.4 | (28.1 | ) | 4,750 | |||||||||||||||
| 18 | Hilton Chicago | 8 | (8 | ) | 205.0 | 78 | 15 | 422.4 | 10.8 | (53.8 | ) | 6,460 | |||||||||||||||
| 19 | W Chicago – City Center | 1 | (2 | ) | 161.8 | 19 | 5 | 279.6 | 6.8 | (42.0 | ) | 4,880 | |||||||||||||||
| 20 | W Chicago – Lakeshore | (1 | ) | (3 | ) | 64.8 | 21 | 11 | 92.1 | (4.7 | ) | (25.7 | ) | 2,100 | |||||||||||||
| 21 | Casa Marina Key West, Curio Collection | 22 | 23 | (5.0 | ) | 52 | 50 | 3.7 | 42.2 | 46.0 | (380 | ) | |||||||||||||||
| 22 | The Reach Key West, Curio Collection | 11 | 9 | 21.0 | 26 | 22 | 17.2 | 43.3 | 41.9 | 140 | |||||||||||||||||
| 23 | Hilton Denver City Center | 11 | 3 | 217.7 | 31 | 15 | 105.2 | 34.8 | 22.5 | 1,230 | |||||||||||||||||
| 24 | Royal Palm South Beach Miami | 12 | 9 | 43.6 | 31 | 25 | 23.1 | 39.9 | 34.2 | 570 | |||||||||||||||||
| 25 | DoubleTree Hotel Washington DC – Crystal City | 6 | — | 100.0 | 24 | 9 | 161.4 | 26.6 | 2.9 | 2,370 | |||||||||||||||||
| 26 | DoubleTree Hotel San Jose | — | (2 | ) | 109.1 | 19 | 9 | 107.8 | 1.0 | (23.9 | ) | 2,490 | |||||||||||||||
| 27 | Juniper Hotel Cupertino, Curio Collection | 2 | (1 | ) | 254.0 | 9 | 3 | 168.1 | 22.5 | (39.1 | ) | 6,160 | |||||||||||||||
| Sub-total Core Hotels | $ | 403 | $ | 76 | 421.4 | % | $ | 1,471 | $ | 673 | 118.8 | % | 27.3 | % | 11.5 | % | 1,580 | bps | |||||||||
| All Other Hotels | $ | 57 | $ | 15 | 324.2 | % | $ | 294 | $ | 170 | 72.9 | % | 19.7 | % | 8.0 | % | 1,170 | bps | |||||||||
| Total Consolidated Portfolio | $ | 460 | $ | 91 | 406.7 | % | $ | 1,765 | $ | 843 | 109.5 | % | 26.1 | % | 10.8 | % | 1,530 | bps |
(1) Calculated based on unrounded numbers.
| 32 | ||||||||||||||||||||||||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Portfolio and Operating Metrics (continued) | ||||||||||||||||||||||||||||||||||
| --- | ||||||||||||||||||||||||||||||||||
| Pro-forma Hotels by Market: Q3 2022 vs. Q3 2019 | ||||||||||||||||||||||||||||||||||
| (unaudited) | Pro-forma ADR | Pro-forma Occupancy | Pro-forma RevPAR | Pro-forma Total RevPAR | ||||||||||||||||||||||||||||||
| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- |
| Hotels | Rooms | 3Q22 | 3Q19 | Change(1) | 3Q22 | 3Q19 | Change | 3Q22 | 3Q19 | Change(1) | 3Q22 | 3Q19 | Change(1) | |||||||||||||||||||||
| Hawaii | 2 | 3,507 | $ | 319.46 | $ | 274.08 | 16.6 | % | 89.6 | % | 92.6 | % | (3.0 | )% | pts | $ | 286.37 | $ | 253.90 | 12.8 | % | $ | 489.59 | $ | 431.34 | 13.5 | % | |||||||
| San Francisco | 4 | 3,605 | 237.30 | 277.25 | (14.4 | ) | 64.7 | 93.3 | (28.6 | ) | 153.46 | 258.65 | (40.7 | ) | 199.48 | 324.01 | (38.4 | ) | ||||||||||||||||
| Orlando | 3 | 2,325 | 188.84 | 161.62 | 16.8 | 59.2 | 67.0 | (7.8 | ) | 111.82 | 108.29 | 3.3 | 224.75 | 222.66 | 0.9 | |||||||||||||||||||
| New Orleans | 1 | 1,622 | 175.06 | 167.90 | 4.3 | 55.6 | 66.9 | (11.3 | ) | 97.37 | 112.37 | (13.4 | ) | 177.75 | 198.52 | (10.5 | ) | |||||||||||||||||
| Boston | 3 | 1,536 | 252.53 | 251.34 | 0.5 | 85.1 | 89.9 | (4.8 | ) | 214.94 | 226.01 | (4.9 | ) | 268.84 | 286.64 | (6.2 | ) | |||||||||||||||||
| New York | 1 | 1,878 | 290.39 | 270.97 | 7.2 | 74.4 | 95.5 | (21.1 | ) | 215.92 | 258.62 | (16.5 | ) | 320.68 | 380.64 | (15.8 | ) | |||||||||||||||||
| Southern California | 5 | 1,773 | 278.65 | 207.92 | 34.0 | 79.3 | 90.8 | (11.5 | ) | 220.86 | 188.75 | 17.0 | 316.81 | 282.66 | 12.1 | |||||||||||||||||||
| Chicago | 3 | 2,467 | 236.69 | 217.59 | 8.8 | 68.4 | 83.7 | (15.3 | ) | 161.94 | 182.09 | (11.1 | ) | 234.66 | 275.54 | (14.8 | ) | |||||||||||||||||
| Key West | 2 | 461 | 396.50 | 287.78 | 37.8 | 66.4 | 58.3 | 8.1 | 263.46 | 167.92 | 56.9 | 391.68 | 253.08 | 54.8 | ||||||||||||||||||||
| Denver | 1 | 613 | 201.32 | 183.39 | 9.8 | 73.2 | 94.6 | (21.4 | ) | 147.47 | 173.59 | (15.0 | ) | 216.60 | 248.71 | (12.9 | ) | |||||||||||||||||
| Miami | 2 | 901 | 166.94 | 131.87 | 26.6 | 79.3 | 84.5 | (5.2 | ) | 132.41 | 111.45 | 18.8 | 185.11 | 161.10 | 14.9 | |||||||||||||||||||
| Washington, D.C. | 2 | 1,085 | 160.78 | 163.52 | (1.7 | ) | 66.6 | 74.7 | (8.1 | ) | 107.03 | 122.13 | (12.4 | ) | 156.41 | 174.64 | (10.4 | ) | ||||||||||||||||
| Seattle | 2 | 1,246 | 187.53 | 175.52 | 6.8 | 68.3 | 85.7 | (17.4 | ) | 128.04 | 150.30 | (14.8 | ) | 166.40 | 195.82 | (15.0 | ) | |||||||||||||||||
| Other | 12 | 4,043 | 187.17 | 181.12 | 3.3 | 69.5 | 78.2 | (8.7 | ) | 130.10 | 141.63 | (8.1 | ) | 177.13 | 208.65 | (15.1 | ) | |||||||||||||||||
| All Markets | 43 | 27,062 | $ | 238.87 | $ | 222.93 | 7.2 | % | 71.7 | % | 84.2 | % | (12.5 | )% | pts | $ | 171.27 | $ | 187.75 | (8.8 | )% | $ | 257.78 | $ | 281.47 | (8.4 | )% | |||||||
| (1) Calculated based on unrounded numbers. | ||||||||||||||||||||||||||||||||||
| --- | ||||||||||||||||||||||||||||||||||
| 33 | ||||||||||||||||||||||||||||||||||
| --- | ||||||||||||||||||||||||||||||||||
| Portfolio and Operating Metrics (continued) | ||||||||||||||||||||||||||||||||||
| --- | ||||||||||||||||||||||||||||||||||
| Pro-forma Hotels by Market: Q3 2022 vs. Q3 2019 | ||||||||||||||||||||||||||||||||||
| (unaudited, dollars in millions) | Pro-forma Hotel Adjusted EBITDA | Pro-forma Hotel Revenue | Pro-forma Hotel Adjusted EBITDA Margin | |||||||||||||||||||||||||||||||
| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | |||||||
| Hotels | Rooms | 3Q22 | 3Q19 | Change(1) | 3Q22 | 3Q19 | Change(1) | 3Q22 | 3Q19 | Change | ||||||||||||||||||||||||
| Hawaii | 2 | 3,507 | $ | 66 | $ | 62 | 5.8 | % | $ | 158 | $ | 158 | 0.3 | % | 41.7 | % | 39.5 | % | 220 | bps | ||||||||||||||
| San Francisco | 4 | 3,605 | 6 | 31 | (79.9 | ) | 66 | 107 | (38.4 | ) | 9.5 | 29.1 | (1,960 | ) | ||||||||||||||||||||
| Orlando | 3 | 2,325 | 9 | 8 | 14.8 | 48 | 48 | 0.9 | 19.8 | 17.4 | 240 | |||||||||||||||||||||||
| New Orleans | 1 | 1,622 | 7 | 10 | (32.9 | ) | 27 | 30 | (10.5 | ) | 25.3 | 33.7 | (840 | ) | ||||||||||||||||||||
| Boston | 3 | 1,536 | 14 | 15 | (7.6 | ) | 38 | 41 | (6.2 | ) | 35.5 | 36.1 | (60 | ) | ||||||||||||||||||||
| New York | 1 | 1,878 | 3 | 9 | (63.9 | ) | 55 | 66 | (15.8 | ) | 5.7 | 13.3 | (760 | ) | ||||||||||||||||||||
| Southern California | 5 | 1,773 | 19 | 16 | 17.7 | 52 | 46 | 12.1 | 37.1 | 35.3 | 180 | |||||||||||||||||||||||
| Chicago | 3 | 2,467 | 13 | 16 | (20.1 | ) | 53 | 63 | (14.8 | ) | 23.8 | 25.4 | (160 | ) | ||||||||||||||||||||
| Key West | 2 | 461 | 4 | 2 | 167.6 | 17 | 11 | 54.8 | 24.7 | 14.3 | 1,040 | |||||||||||||||||||||||
| Denver | 1 | 613 | 5 | 5 | (12.5 | ) | 12 | 14 | (12.9 | ) | 39.4 | 39.2 | 20 | |||||||||||||||||||||
| Miami | 2 | 901 | 3 | 2 | 42.1 | 15 | 13 | 14.9 | 22.6 | 18.3 | 430 | |||||||||||||||||||||||
| Washington, D.C. | 2 | 1,085 | 3 | 3 | 3.3 | 16 | 17 | (10.4 | ) | 19.3 | 16.7 | 260 | ||||||||||||||||||||||
| Seattle | 2 | 1,246 | 3 | 6 | (38.5 | ) | 19 | 22 | (15.0 | ) | 18.0 | 24.9 | (690 | ) | ||||||||||||||||||||
| Other | 12 | 4,043 | 11 | 18 | (41.1 | ) | 66 | 77 | (15.1 | ) | 16.4 | 23.6 | (720 | ) | ||||||||||||||||||||
| All Markets | 43 | 27,062 | $ | 166 | $ | 203 | (18.2 | )% | $ | 642 | $ | 713 | (10.0 | )% | 25.9 | % | 28.5 | % | (260 | ) | bps | |||||||||||||
| (1) Calculated based on unrounded numbers. | ||||||||||||||||||||||||||||||||||
| --- | ||||||||||||||||||||||||||||||||||
| 34 | ||||||||||||||||||||||||||||||||||
| --- |
s
| Portfolio and Operating Metrics (continued) | ||||||||||||||||||||||||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Pro-forma Hotels by Market: YTD Q3 2022 vs. YTD Q3 2019 | ||||||||||||||||||||||||||||||||||
| (unaudited) | Pro-forma ADR | Pro-forma Occupancy | Pro-forma RevPAR | Pro-forma Total RevPAR | ||||||||||||||||||||||||||||||
| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- |
| Hotels | Rooms | 2022 | 2019 | Change(1) | 2022 | 2019 | Change | 2022 | 2019 | Change(1) | 2022 | 2019 | Change(1) | |||||||||||||||||||||
| Hawaii | 2 | 3,507 | $ | 294.71 | $ | 258.75 | 13.9 | % | 84.8 | % | 90.7 | % | (5.9 | )% | pts | $ | 249.89 | $ | 234.70 | 6.5 | % | $ | 437.40 | $ | 403.40 | 8.4 | % | |||||||
| San Francisco | 4 | 3,605 | 239.61 | 289.68 | (17.3 | ) | 46.9 | 91.3 | (44.4 | ) | 112.39 | 264.35 | (57.5 | ) | 151.78 | 342.16 | (55.6 | ) | ||||||||||||||||
| Orlando | 3 | 2,325 | 234.57 | 198.13 | 18.4 | 61.9 | 78.0 | (16.1 | ) | 145.22 | 154.62 | (6.1 | ) | 289.90 | 321.75 | (9.9 | ) | |||||||||||||||||
| New Orleans | 1 | 1,622 | 200.51 | 191.92 | 4.5 | 59.5 | 74.4 | (14.9 | ) | 119.30 | 142.76 | (16.4 | ) | 205.50 | 247.05 | (16.8 | ) | |||||||||||||||||
| Boston | 3 | 1,536 | 226.73 | 232.59 | (2.5 | ) | 74.3 | 85.8 | (11.5 | ) | 168.49 | 199.69 | (15.6 | ) | 217.43 | 265.66 | (18.2 | ) | ||||||||||||||||
| New York | 1 | 1,878 | 286.64 | 264.74 | 8.3 | 59.3 | 89.8 | (30.5 | ) | 169.86 | 237.56 | (28.5 | ) | 264.80 | 386.01 | (31.4 | ) | |||||||||||||||||
| Southern California | 5 | 1,773 | 248.78 | 192.53 | 29.2 | 74.3 | 86.3 | (12.0 | ) | 184.77 | 166.11 | 11.2 | 273.41 | 259.48 | 5.4 | |||||||||||||||||||
| Chicago | 3 | 2,467 | 222.65 | 205.25 | 8.5 | 51.9 | 74.3 | (22.4 | ) | 115.62 | 152.55 | (24.2 | ) | 175.18 | 238.23 | (26.5 | ) | |||||||||||||||||
| Key West | 2 | 461 | 576.54 | 383.11 | 50.5 | 74.8 | 77.9 | (3.1 | ) | 430.97 | 298.13 | 44.6 | 616.55 | 443.48 | 39.0 | |||||||||||||||||||
| Denver | 1 | 613 | 182.81 | 178.48 | 2.4 | 67.0 | 86.1 | (19.1 | ) | 122.42 | 153.67 | (20.3 | ) | 182.73 | 229.12 | (20.2 | ) | |||||||||||||||||
| Miami | 2 | 901 | 219.93 | 177.47 | 23.9 | 82.1 | 88.6 | (6.5 | ) | 180.52 | 157.19 | 14.8 | 242.17 | 222.06 | 9.1 | |||||||||||||||||||
| Washington, D.C. | 2 | 1,085 | 158.69 | 172.75 | (8.1 | ) | 62.6 | 75.7 | (13.1 | ) | 99.33 | 130.67 | (24.0 | ) | 143.61 | 192.51 | (25.4 | ) | ||||||||||||||||
| Seattle | 2 | 1,246 | 160.97 | 156.44 | 2.9 | 65.7 | 81.4 | (15.7 | ) | 105.77 | 127.41 | (17.0 | ) | 144.63 | 177.10 | (18.3 | ) | |||||||||||||||||
| Other | 12 | 4,043 | 189.33 | 183.53 | 3.2 | 64.5 | 71.6 | (7.1 | ) | 122.21 | 131.41 | (7.0 | ) | 168.17 | 184.70 | (9.0 | ) | |||||||||||||||||
| All Markets | 43 | 27,062 | $ | 238.16 | $ | 224.94 | 5.9 | % | 64.8 | % | 82.5 | % | (17.7 | )% | pts | $ | 154.21 | $ | 185.46 | (16.8 | )% | $ | 238.97 | $ | 286.50 | (16.6 | )% |
(1) Calculated based on unrounded numbers.
| 35 | |||||||||||||||||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Portfolio and Operating Metrics (continued) | |||||||||||||||||||||||||||
| --- | |||||||||||||||||||||||||||
| Pro-forma Hotels by Market: YTD Q3 2022 vs. YTD Q3 2019 | |||||||||||||||||||||||||||
| (unaudited, dollars in millions) | Pro-forma Hotel Adjusted EBITDA | Pro-forma Hotel Revenue | Pro-forma Hotel Adjusted EBITDA Margin | ||||||||||||||||||||||||
| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- |
| Hotels | Rooms | 2022 | 2019 | Change(1) | 2022 | 2019 | Change(1) | 2022 | 2019 | Change | |||||||||||||||||
| Hawaii | 2 | 3,507 | $ | 176 | $ | 164 | 7.5 | % | $ | 419 | $ | 437 | (4.2 | )% | 42.1 | % | 37.5 | % | 460 | bps | |||||||
| San Francisco | 4 | 3,605 | 1 | 105 | (99.4 | ) | 149 | 337 | (55.6 | ) | 0.4 | 31.1 | (3,070 | ) | |||||||||||||
| Orlando | 3 | 2,325 | 58 | 66 | (11.2 | ) | 184 | 204 | (9.9 | ) | 31.6 | 32.1 | (50 | ) | |||||||||||||
| New Orleans | 1 | 1,622 | 32 | 43 | (25.1 | ) | 91 | 109 | (16.8 | ) | 35.1 | 39.0 | (390 | ) | |||||||||||||
| Boston | 3 | 1,536 | 28 | 37 | (24.7 | ) | 91 | 111 | (18.1 | ) | 30.4 | 33.1 | (270 | ) | |||||||||||||
| New York | 1 | 1,878 | — | 25 | (100.1 | ) | 136 | 198 | (31.4 | ) | — | 12.5 | (1,250 | ) | |||||||||||||
| Southern California | 5 | 1,773 | 45 | 39 | 13.6 | 132 | 125 | 5.4 | 33.6 | 31.2 | 240 | ||||||||||||||||
| Chicago | 3 | 2,467 | 9 | 32 | (72.6 | ) | 118 | 160 | (26.5 | ) | 7.4 | 19.9 | (1,250 | ) | |||||||||||||
| Key West | 2 | 461 | 33 | 21 | 60.6 | 78 | 56 | 39.0 | 42.6 | 36.9 | 570 | ||||||||||||||||
| Denver | 1 | 613 | 11 | 15 | (30.2 | ) | 31 | 38 | (20.2 | ) | 34.8 | 39.7 | (490 | ) | |||||||||||||
| Miami | 2 | 901 | 22 | 19 | 16.4 | 60 | 55 | 9.1 | 37.0 | 34.6 | 240 | ||||||||||||||||
| Washington, D.C. | 2 | 1,085 | 8 | 12 | (38.1 | ) | 43 | 57 | (25.4 | ) | 17.9 | 21.6 | (370 | ) | |||||||||||||
| Seattle | 2 | 1,246 | 6 | 12 | (46.9 | ) | 49 | 60 | (18.3 | ) | 12.9 | 19.8 | (690 | ) | |||||||||||||
| Other | 12 | 4,043 | 31 | 40 | (22.0 | ) | 184 | 206 | (8.9 | ) | 17.5 | 20.4 | (290 | ) | |||||||||||||
| All Markets | 43 | 27,062 | $ | 460 | $ | 630 | (27.0 | )% | $ | 1,765 | $ | 2,153 | (18.0 | )% | 26.1 | % | 29.3 | % | (320 | ) | bps |
(1) Calculated based on unrounded numbers.
| 36 | ||||||||||||||||||||||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Portfolio and Operating Metrics (continued) | ||||||||||||||||||||||||||||||||
| --- | ||||||||||||||||||||||||||||||||
| Pro-forma Core Hotels: Q3 2022 vs. Q3 2019 | ||||||||||||||||||||||||||||||||
| (unaudited) | Pro-forma ADR | Pro-forma Occupancy | Pro-forma RevPAR | Pro-forma Total RevPAR | ||||||||||||||||||||||||||||
| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- |
| 3Q22 | 3Q19 | Change(1) | 3Q22 | 3Q19 | Change | 3Q22 | 3Q19 | Change(1) | 3Q22 | 3Q19 | Change(1) | |||||||||||||||||||||
| Core Hotels | ||||||||||||||||||||||||||||||||
| 1 | Hilton Hawaiian Village Waikiki Beach Resort | $ | 312.18 | $ | 280.09 | 11.5 | % | 92.1 | % | 95.6 | % | (3.5 | )% | pts | $ | 287.56 | $ | 267.85 | 7.4 | % | $ | 461.45 | $ | 419.26 | 10.1 | % | ||||||
| 2 | Hilton Waikoloa Village | 357.15 | 256.63 | 39.2 | 78.7 | 84.9 | (6.2 | ) | 281.12 | 217.95 | 29.0 | 613.98 | 462.45 | 32.8 | ||||||||||||||||||
| 3 | Hilton San Francisco Union Square | 226.50 | 269.14 | (15.8 | ) | 61.5 | 92.6 | (31.1 | ) | 139.41 | 249.44 | (44.1 | ) | 190.71 | 338.65 | (43.7 | ) | |||||||||||||||
| 4 | Parc 55 San Francisco – a Hilton Hotel | 225.71 | 272.95 | (17.3 | ) | 61.8 | 92.6 | (30.8 | ) | 139.39 | 252.65 | (44.8 | ) | 155.54 | 278.06 | (44.1 | ) | |||||||||||||||
| 5 | JW Marriott San Francisco Union Square | 308.48 | 338.49 | (8.9 | ) | 76.3 | 95.6 | (19.3 | ) | 235.47 | 323.57 | (27.2 | ) | 333.41 | 373.99 | (10.8 | ) | |||||||||||||||
| 6 | Hyatt Centric Fisherman's Wharf | 242.86 | 271.91 | (10.7 | ) | 80.4 | 96.9 | (16.5 | ) | 195.15 | 263.38 | (25.9 | ) | 249.33 | 329.54 | (24.3 | ) | |||||||||||||||
| 7 | Signia by Hilton Orlando Bonnet Creek | 167.35 | 148.31 | 12.8 | 59.1 | 65.2 | (6.1 | ) | 98.97 | 96.81 | 2.2 | 225.08 | 221.92 | 1.4 | ||||||||||||||||||
| 8 | Waldorf Astoria Orlando | 297.50 | 228.46 | 30.2 | 55.1 | 71.0 | (15.9 | ) | 163.88 | 162.27 | 1.0 | 309.18 | 306.81 | 0.8 | ||||||||||||||||||
| 9 | Hilton Orlando Lake Buena Vista | 154.62 | 133.84 | 15.5 | 61.9 | 66.7 | (4.8 | ) | 95.64 | 89.22 | 7.2 | 172.27 | 171.68 | 0.3 | ||||||||||||||||||
| 10 | Hilton New Orleans Riverside | 175.06 | 167.90 | 4.3 | 55.6 | 66.9 | (11.3 | ) | 97.37 | 112.37 | (13.4 | ) | 177.75 | 198.52 | (10.5 | ) | ||||||||||||||||
| 11 | Hyatt Regency Boston | 271.18 | 281.77 | (3.8 | ) | 89.1 | 96.6 | (7.5 | ) | 241.69 | 272.28 | (11.2 | ) | 300.07 | 333.89 | (10.1 | ) | |||||||||||||||
| 12 | Hilton Boston Logan Airport | 266.10 | 260.55 | 2.1 | 94.0 | 91.9 | 2.1 | 250.11 | 239.36 | 4.5 | 308.80 | 291.19 | 6.0 | |||||||||||||||||||
| 13 | Boston Marriott Newton | 197.61 | 193.11 | 2.3 | 68.0 | 79.4 | (11.4 | ) | 134.31 | 153.25 | (12.4 | ) | 176.27 | 225.09 | (21.7 | ) | ||||||||||||||||
| 14 | New York Hilton Midtown | 290.39 | 270.97 | 7.2 | 74.4 | 95.5 | (21.1 | ) | 215.92 | 258.62 | (16.5 | ) | 320.68 | 380.64 | (15.8 | ) | ||||||||||||||||
| 15 | Hilton Santa Barbara Beachfront Resort | 419.09 | 323.88 | 29.4 | 88.9 | 93.1 | (4.2 | ) | 372.55 | 301.45 | 23.6 | 528.20 | 450.12 | 17.3 | ||||||||||||||||||
| 16 | Hyatt Regency Mission Bay Spa and Marina | 377.70 | 209.30 | 80.5 | 66.0 | 89.2 | (23.2 | ) | 249.42 | 186.75 | 33.6 | 395.79 | 324.80 | 21.9 | ||||||||||||||||||
| 17 | Hilton Checkers Los Angeles | 226.70 | 217.56 | 4.2 | 74.2 | 90.2 | (16.0 | ) | 168.20 | 196.28 | (14.3 | ) | 190.75 | 227.01 | (16.0 | ) | ||||||||||||||||
| 18 | Hilton Chicago | 221.09 | 203.52 | 8.6 | 67.8 | 84.2 | (16.4 | ) | 149.79 | 171.31 | (12.6 | ) | 243.50 | 284.86 | (14.5 | ) | ||||||||||||||||
| 19 | W Chicago – City Center | 302.48 | 258.43 | 17.0 | 66.0 | 82.9 | (16.9 | ) | 199.52 | 214.06 | (6.8 | ) | 233.56 | 262.12 | (10.9 | ) | ||||||||||||||||
| 20 | W Chicago – Lakeshore | 233.60 | 228.39 | 2.3 | 72.3 | 82.9 | (10.6 | ) | 168.88 | 189.31 | (10.8 | ) | 209.25 | 258.29 | (19.0 | ) | ||||||||||||||||
| 21 | Casa Marina Key West, Curio Collection | 388.55 | 290.17 | 33.9 | 63.6 | 73.8 | (10.2 | ) | 247.24 | 214.37 | 15.3 | 374.30 | 328.98 | 13.8 | ||||||||||||||||||
| 22 | The Reach Key West, Curio Collection | 411.00 | 273.76 | 50.1 | 72.3 | 26.2 | 46.1 | 297.11 | 71.61 | 314.9 | 427.72 | 95.70 | 346.9 | |||||||||||||||||||
| 23 | Hilton Denver City Center | 201.32 | 183.39 | 9.8 | 73.2 | 94.6 | (21.4 | ) | 147.47 | 173.59 | (15.0 | ) | 216.60 | 248.71 | (12.9 | ) | ||||||||||||||||
| 24 | Royal Palm South Beach Miami | 205.55 | 147.40 | 39.4 | 75.0 | 90.1 | (15.1 | ) | 154.22 | 132.88 | 16.1 | 211.36 | 197.17 | 7.2 | ||||||||||||||||||
| 25 | DoubleTree Hotel Washington DC – Crystal City | 150.42 | 153.60 | (2.1 | ) | 72.3 | 73.8 | (1.5 | ) | 108.81 | 113.38 | (4.0 | ) | 149.00 | 155.68 | (4.3 | ) | |||||||||||||||
| 26 | DoubleTree Hotel San Jose | 168.19 | 220.54 | (23.7 | ) | 63.3 | 84.5 | (21.2 | ) | 106.44 | 186.37 | (42.9 | ) | 152.86 | 257.96 | (40.7 | ) | |||||||||||||||
| 27 | Juniper Hotel Cupertino, Curio Collection | 227.23 | 242.05 | (6.1 | ) | 79.2 | 83.8 | (4.6 | ) | 180.02 | 202.91 | (11.3 | ) | 201.28 | 240.17 | (16.2 | ) | |||||||||||||||
| Sub-total Core Hotels | $ | 256.48 | $ | 239.26 | 7.2 | % | 71.8 | % | 85.3 | % | (13.5 | )% | pts | $ | 184.12 | $ | 204.15 | (9.8 | )% | $ | 282.04 | $ | 307.84 | (8.4 | )% | |||||||
| All Other Hotels | $ | 180.64 | $ | 164.70 | 9.7 | % | 71.4 | % | 80.5 | % | (9.1 | )% | pts | $ | 129.01 | $ | 132.59 | (2.7 | )% | $ | 177.96 | $ | 192.78 | (7.7 | )% | |||||||
| Total Consolidated Portfolio | $ | 238.87 | $ | 222.93 | 7.2 | % | 71.7 | % | 84.2 | % | (12.5 | )% | pts | $ | 171.27 | $ | 187.75 | (8.8 | )% | $ | 257.78 | $ | 281.47 | (8.4 | )% |
(1) Calculated based on unrounded numbers.
| 37 | ||||||||||||||||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Portfolio and Operating Metrics (continued) | ||||||||||||||||||||||||||
| --- | ||||||||||||||||||||||||||
| Pro-forma Core Hotels: Q3 2022 vs. Q3 2019 | ||||||||||||||||||||||||||
| (unaudited, dollars in millions) | Pro-forma Hotel Adjusted EBITDA | Pro-forma Hotel Revenue | Pro-forma Hotel Adjusted EBITDA Margin | |||||||||||||||||||||||
| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- |
| 3Q22 | 3Q19 | Change(1) | 3Q22 | 3Q19 | Change(1) | 3Q22 | 3Q19 | Change | ||||||||||||||||||
| Core Hotels | ||||||||||||||||||||||||||
| 1 | Hilton Hawaiian Village Waikiki Beach Resort | $ | 51 | $ | 44 | 15.3 | % | $ | 121 | $ | 110 | 10.1 | % | 42.0 | % | 40.1 | % | 190 | bps | |||||||
| 2 | Hilton Waikoloa Village | 15 | 18 | (17.5 | ) | 37 | 47 | (22.6 | ) | 40.4 | 37.9 | 250 | ||||||||||||||
| 3 | Hilton San Francisco Union Square | 3 | 17 | (84.7 | ) | 34 | 60 | (43.7 | ) | 7.8 | 28.8 | (2,100 | ) | |||||||||||||
| 4 | Parc 55 San Francisco – a Hilton Hotel | — | 8 | (97.4 | ) | 15 | 26 | (44.1 | ) | 1.4 | 30.4 | (2,900 | ) | |||||||||||||
| 5 | JW Marriott San Francisco Union Square | 2 | 3 | (44.4 | ) | 11 | 12 | (10.8 | ) | 14.7 | 23.6 | (890 | ) | |||||||||||||
| 6 | Hyatt Centric Fisherman's Wharf | 2 | 3 | (41.5 | ) | 7 | 10 | (24.3 | ) | 26.2 | 33.9 | (770 | ) | |||||||||||||
| 7 | Signia by Hilton Orlando Bonnet Creek | 4 | 3 | 19.5 | 21 | 21 | 1.4 | 19.4 | 16.5 | 290 | ||||||||||||||||
| 8 | Waldorf Astoria Orlando | 3 | 3 | 8.0 | 14 | 14 | 0.8 | 18.9 | 17.6 | 130 | ||||||||||||||||
| 9 | Hilton Orlando Lake Buena Vista | 3 | 2 | 15.1 | 13 | 13 | 0.3 | 21.2 | 18.5 | 270 | ||||||||||||||||
| 10 | Hilton New Orleans Riverside | 7 | 10 | (32.9 | ) | 27 | 30 | (10.5 | ) | 25.3 | 33.7 | (840 | ) | |||||||||||||
| 11 | Hyatt Regency Boston | 6 | 7 | (9.2 | ) | 14 | 15 | (10.1 | ) | 43.9 | 43.5 | 40 | ||||||||||||||
| 12 | Hilton Boston Logan Airport | 6 | 5 | 7.3 | 17 | 16 | 6.0 | 33.0 | 32.6 | 40 | ||||||||||||||||
| 13 | Boston Marriott Newton | 2 | 3 | (33.3 | ) | 7 | 9 | (21.7 | ) | 25.3 | 29.7 | (440 | ) | |||||||||||||
| 14 | New York Hilton Midtown | 3 | 9 | (63.9 | ) | 55 | 66 | (15.8 | ) | 5.7 | 13.3 | (760 | ) | |||||||||||||
| 15 | Hilton Santa Barbara Beachfront Resort | 10 | 8 | 22.2 | 17 | 15 | 17.3 | 56.3 | 54.0 | 230 | ||||||||||||||||
| 16 | Hyatt Regency Mission Bay Spa and Marina | 5 | 3 | 37.1 | 16 | 13 | 21.9 | 29.1 | 25.8 | 330 | ||||||||||||||||
| 17 | Hilton Checkers Los Angeles | 1 | 1 | (45.5 | ) | 3 | 4 | (16.0 | ) | 20.7 | 31.9 | (1,120 | ) | |||||||||||||
| 18 | Hilton Chicago | 9 | 10 | (7.7 | ) | 35 | 40 | (14.5 | ) | 25.5 | 23.6 | 190 | ||||||||||||||
| 19 | W Chicago – City Center | 2 | 3 | (23.0 | ) | 9 | 10 | (10.9 | ) | 23.6 | 27.3 | (370 | ) | |||||||||||||
| 20 | W Chicago – Lakeshore | 2 | 4 | (50.1 | ) | 10 | 12 | (19.0 | ) | 18.4 | 29.9 | (1,150 | ) | |||||||||||||
| 21 | Casa Marina Key West, Curio Collection | 3 | 2 | 16.7 | 11 | 9 | 13.8 | 23.4 | 22.8 | 60 | ||||||||||||||||
| 22 | The Reach Key West, Curio Collection | 2 | (1 | ) | 356.4 | 6 | 1 | 346.9 | 26.9 | (46.9 | ) | 7,380 | ||||||||||||||
| 23 | Hilton Denver City Center | 5 | 5 | (12.5 | ) | 12 | 14 | (12.9 | ) | 39.4 | 39.2 | 20 | ||||||||||||||
| 24 | Royal Palm South Beach Miami | 2 | 2 | 20.9 | 8 | 7 | 7.2 | 25.2 | 22.3 | 290 | ||||||||||||||||
| 25 | DoubleTree Hotel Washington DC – Crystal City | 2 | 2 | 40.4 | 9 | 9 | (4.3 | ) | 26.7 | 18.2 | 850 | |||||||||||||||
| 26 | DoubleTree Hotel San Jose | — | 4 | (92.6 | ) | 7 | 12 | (40.7 | ) | 3.7 | 29.6 | (2,590 | ) | |||||||||||||
| 27 | Juniper Hotel Cupertino, Curio Collection | 1 | 2 | (20.0 | ) | 4 | 5 | (16.2 | ) | 33.1 | 34.7 | (160 | ) | |||||||||||||
| Sub-total Core Hotels | $ | 151 | $ | 180 | (17.6 | )% | $ | 540 | $ | 600 | (10.4 | )% | 27.4 | % | 29.8 | % | (240 | ) | bps | |||||||
| All Other Hotels | $ | 15 | $ | 23 | (22.6 | )% | $ | 102 | $ | 113 | (7.7 | )% | 18.2 | % | 21.7 | % | (350 | ) | bps | |||||||
| Total Consolidated Portfolio | $ | 166 | $ | 203 | (18.2 | )% | $ | 642 | $ | 713 | (10.0 | )% | 25.9 | % | 28.5 | % | (260 | ) | bps |
(1) Calculated based on unrounded numbers.
| 38 | ||||||||||||||||||||||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Portfolio and Operating Metrics (continued) | ||||||||||||||||||||||||||||||||
| --- | ||||||||||||||||||||||||||||||||
| Pro-forma Core Hotels: YTD Q3 2022 vs. YTD Q3 2019 | ||||||||||||||||||||||||||||||||
| (unaudited) | Pro-forma ADR | Pro-forma Occupancy | Pro-forma RevPAR | Pro-forma Total RevPAR | ||||||||||||||||||||||||||||
| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- |
| 2022 | 2019 | Change(1) | 2022 | 2019 | Change | 2022 | 2019 | Change(1) | 2022 | 2019 | Change(1) | |||||||||||||||||||||
| Core Hotels | ||||||||||||||||||||||||||||||||
| 1 | Hilton Hawaiian Village Waikiki Beach Resort | $ | 284.59 | $ | 266.28 | 6.9 | % | 86.5 | % | 94.1 | % | (7.6 | )% | pts | $ | 246.10 | $ | 250.41 | (1.7 | )% | $ | 398.78 | $ | 402.07 | (0.8 | )% | ||||||
| 2 | Hilton Waikoloa Village | 344.72 | 236.54 | 45.7 | 77.4 | 82.2 | (4.8 | ) | 266.65 | 194.23 | 37.3 | 608.11 | 406.83 | 49.5 | ||||||||||||||||||
| 3 | Hilton San Francisco Union Square | 233.89 | 284.13 | (17.7 | ) | 48.0 | 90.0 | (42.0 | ) | 112.28 | 255.86 | (56.1 | ) | 159.79 | 357.92 | (55.4 | ) | |||||||||||||||
| 4 | Parc 55 San Francisco – a Hilton Hotel | 235.41 | 283.27 | (16.9 | ) | 29.2 | 90.6 | (61.4 | ) | 68.85 | 256.89 | (73.2 | ) | 78.28 | 291.06 | (73.1 | ) | |||||||||||||||
| 5 | JW Marriott San Francisco Union Square | 293.69 | 362.92 | (19.1 | ) | 68.8 | 94.2 | (25.4 | ) | 202.11 | 341.88 | (40.9 | ) | 277.97 | 423.35 | (34.3 | ) | |||||||||||||||
| 6 | Hyatt Centric Fisherman's Wharf | 212.60 | 263.04 | (19.2 | ) | 73.6 | 97.2 | (23.6 | ) | 156.50 | 255.80 | (38.8 | ) | 203.84 | 323.56 | (37.0 | ) | |||||||||||||||
| 7 | Signia by Hilton Orlando Bonnet Creek | 211.47 | 187.86 | 12.6 | 61.3 | 76.9 | (15.6 | ) | 129.58 | 144.48 | (10.3 | ) | 299.40 | 342.86 | (12.7 | ) | ||||||||||||||||
| 8 | Waldorf Astoria Orlando | 377.11 | 281.97 | 33.7 | 59.7 | 76.3 | (16.6 | ) | 224.99 | 214.93 | 4.7 | 412.84 | 417.45 | (1.1 | ) | |||||||||||||||||
| 9 | Hilton Orlando Lake Buena Vista | 180.11 | 161.37 | 11.6 | 64.1 | 80.6 | (16.5 | ) | 115.42 | 130.01 | (11.2 | ) | 202.31 | 236.57 | (14.5 | ) | ||||||||||||||||
| 10 | Hilton New Orleans Riverside | 200.51 | 191.92 | 4.5 | 59.5 | 74.4 | (14.9 | ) | 119.30 | 142.76 | (16.4 | ) | 205.50 | 247.05 | (16.8 | ) | ||||||||||||||||
| 11 | Hyatt Regency Boston | 254.60 | 250.63 | 1.6 | 71.9 | 94.5 | (22.6 | ) | 183.17 | 237.07 | (22.7 | ) | 233.98 | 300.34 | (22.1 | ) | ||||||||||||||||
| 12 | Hilton Boston Logan Airport | 225.93 | 244.31 | (7.5 | ) | 89.6 | 86.7 | 2.9 | 202.41 | 211.89 | (4.5 | ) | 254.18 | 270.17 | (5.9 | ) | ||||||||||||||||
| 13 | Boston Marriott Newton | 186.46 | 186.69 | (0.1 | ) | 55.6 | 74.4 | (18.8 | ) | 103.68 | 138.94 | (25.4 | ) | 146.51 | 218.85 | (33.1 | ) | |||||||||||||||
| 14 | New York Hilton Midtown | 286.64 | 264.74 | 8.3 | 59.3 | 89.8 | (30.5 | ) | 169.86 | 237.56 | (28.5 | ) | 264.80 | 386.01 | (31.4 | ) | ||||||||||||||||
| 15 | Hilton Santa Barbara Beachfront Resort | 377.74 | 281.62 | 34.1 | 79.6 | 84.4 | (4.8 | ) | 300.72 | 237.79 | 26.5 | 434.22 | 373.27 | 16.3 | ||||||||||||||||||
| 16 | Hyatt Regency Mission Bay Spa and Marina | 310.68 | 189.75 | 63.7 | 63.0 | 80.5 | (17.5 | ) | 195.85 | 152.79 | 28.2 | 327.33 | 280.48 | 16.7 | ||||||||||||||||||
| 17 | Hilton Checkers Los Angeles | 222.70 | 224.02 | (0.6 | ) | 66.5 | 87.4 | (20.9 | ) | 148.01 | 195.69 | (24.4 | ) | 168.66 | 224.65 | (24.9 | ) | |||||||||||||||
| 18 | Hilton Chicago | 209.50 | 193.52 | 8.3 | 51.5 | 75.8 | (24.3 | ) | 107.91 | 146.74 | (26.5 | ) | 185.55 | 255.40 | (27.3 | ) | ||||||||||||||||
| 19 | W Chicago – City Center | 290.20 | 250.63 | 15.8 | 49.7 | 73.4 | (23.7 | ) | 144.29 | 184.06 | (21.6 | ) | 172.69 | 230.31 | (25.0 | ) | ||||||||||||||||
| 20 | W Chicago – Lakeshore | 211.85 | 206.11 | 2.8 | 54.9 | 70.5 | (15.6 | ) | 116.26 | 145.36 | (20.0 | ) | 146.29 | 193.38 | (24.4 | ) | ||||||||||||||||
| 21 | Casa Marina Key West, Curio Collection | 574.03 | 386.68 | 48.5 | 73.6 | 83.3 | (9.7 | ) | 422.69 | 322.26 | 31.2 | 607.59 | 487.05 | 24.7 | ||||||||||||||||||
| 22 | The Reach Key West, Curio Collection | 581.53 | 373.83 | 55.6 | 77.1 | 66.4 | 10.7 | 448.15 | 248.09 | 80.6 | 635.15 | 353.14 | 79.9 | |||||||||||||||||||
| 23 | Hilton Denver City Center | 182.81 | 178.48 | 2.4 | 67.0 | 86.1 | (19.1 | ) | 122.42 | 153.67 | (20.3 | ) | 182.73 | 229.12 | (20.2 | ) | ||||||||||||||||
| 24 | Royal Palm South Beach Miami | 285.68 | 204.01 | 40.0 | 77.7 | 93.9 | (16.2 | ) | 221.91 | 191.60 | 15.8 | 288.64 | 266.16 | 8.4 | ||||||||||||||||||
| 25 | DoubleTree Hotel Washington DC – Crystal City | 151.87 | 164.65 | (7.8 | ) | 69.1 | 74.5 | (5.4 | ) | 104.89 | 122.59 | (14.4 | ) | 140.88 | 166.94 | (15.6 | ) | |||||||||||||||
| 26 | DoubleTree Hotel San Jose | 163.38 | 229.78 | (28.9 | ) | 58.2 | 85.3 | (27.1 | ) | 95.03 | 195.81 | (51.5 | ) | 136.91 | 273.00 | (49.8 | ) | |||||||||||||||
| 27 | Juniper Hotel Cupertino, Curio Collection | 200.19 | 254.79 | (21.4 | ) | 64.9 | 83.8 | (18.9 | ) | 129.95 | 213.46 | (39.1 | ) | 150.92 | 252.17 | (40.2 | ) | |||||||||||||||
| Sub-total Core Hotels | $ | 257.19 | $ | 241.47 | 6.5 | % | 63.7 | % | 84.4 | % | (20.7 | )% | pts | $ | 163.92 | $ | 203.89 | (19.6 | )% | $ | 259.47 | $ | 318.31 | (18.5 | )% | |||||||
| All Other Hotels | $ | 179.54 | $ | 162.97 | 10.2 | % | 68.1 | % | 75.8 | % | (7.7 | )% | pts | $ | 122.26 | $ | 123.46 | (1.0 | )% | $ | 171.51 | $ | 179.49 | (4.4 | )% | |||||||
| Total Consolidated Portfolio | $ | 238.16 | $ | 224.94 | 5.9 | % | 64.8 | % | 82.5 | % | (17.7 | )% | pts | $ | 154.21 | $ | 185.46 | (16.8 | )% | $ | 238.97 | $ | 286.50 | (16.6 | )% |
(1) Calculated based on unrounded numbers.
| 39 | ||||||||||||||||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Portfolio and Operating Metrics (continued) | ||||||||||||||||||||||||||
| --- | ||||||||||||||||||||||||||
| Pro-forma Core Hotels: YTD Q3 2022 vs. YTD Q3 2019 | ||||||||||||||||||||||||||
| (unaudited, dollars in millions) | Pro-forma Hotel Adjusted EBITDA | Pro-forma Hotel Revenue | Pro-forma Hotel Adjusted<br><br>EBITDA Margin | |||||||||||||||||||||||
| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- |
| 2022 | 2019 | Change(1) | 2022 | 2019 | Change(1) | 2022 | 2019 | Change | ||||||||||||||||||
| Core Hotels | ||||||||||||||||||||||||||
| 1 | Hilton Hawaiian Village Waikiki Beach Resort | $ | 134 | $ | 124 | 7.7 | % | $ | 311 | $ | 314 | (0.8 | )% | 43.0 | % | 39.6 | % | 340 | bps | |||||||
| 2 | Hilton Waikoloa Village | 43 | 40 | 6.7 | 107 | 123 | (12.9 | ) | 39.6 | 32.3 | 730 | |||||||||||||||
| 3 | Hilton San Francisco Union Square | — | 58 | (100.2 | ) | 84 | 188 | (55.4 | ) | (0.2 | ) | 31.0 | (3,120 | ) | ||||||||||||
| 4 | Parc 55 San Francisco – a Hilton Hotel | (6 | ) | 27 | (122.4 | ) | 22 | 81 | (73.1 | ) | (27.1 | ) | 32.6 | (5,970 | ) | |||||||||||
| 5 | JW Marriott San Francisco Union Square | 3 | 11 | (71.3 | ) | 26 | 40 | (34.3 | ) | 12.3 | 28.1 | (1,580 | ) | |||||||||||||
| 6 | Hyatt Centric Fisherman's Wharf | 4 | 9 | (60.7 | ) | 18 | 28 | (37.0 | ) | 20.0 | 32.0 | (1,200 | ) | |||||||||||||
| 7 | Signia by Hilton Orlando Bonnet Creek | 27 | 33 | (18.6 | ) | 82 | 94 | (12.7 | ) | 32.8 | 35.2 | (240 | ) | |||||||||||||
| 8 | Waldorf Astoria Orlando | 18 | 16 | 8.8 | 57 | 57 | (1.1 | ) | 31.1 | 28.3 | 280 | |||||||||||||||
| 9 | Hilton Orlando Lake Buena Vista | 14 | 16 | (16.0 | ) | 45 | 53 | (14.5 | ) | 30.1 | 30.6 | (50 | ) | |||||||||||||
| 10 | Hilton New Orleans Riverside | 32 | 43 | (25.1 | ) | 91 | 109 | (16.8 | ) | 35.1 | 39.0 | (390 | ) | |||||||||||||
| 11 | Hyatt Regency Boston | 12 | 17 | (27.8 | ) | 32 | 41 | (22.1 | ) | 37.9 | 40.9 | (300 | ) | |||||||||||||
| 12 | Hilton Boston Logan Airport | 12 | 13 | (6.7 | ) | 42 | 44 | (5.7 | ) | 28.2 | 28.5 | (30 | ) | |||||||||||||
| 13 | Boston Marriott Newton | 4 | 7 | (48.9 | ) | 17 | 26 | (33.1 | ) | 21.8 | 28.5 | (670 | ) | |||||||||||||
| 14 | New York Hilton Midtown | — | 25 | (100.1 | ) | 136 | 198 | (31.4 | ) | — | 12.5 | (1,250 | ) | |||||||||||||
| 15 | Hilton Santa Barbara Beachfront Resort | 21 | 17 | 28.2 | 43 | 37 | 16.3 | 50.0 | 45.4 | 460 | ||||||||||||||||
| 16 | Hyatt Regency Mission Bay Spa and Marina | 11 | 7 | 47.0 | 39 | 33 | 17.1 | 27.1 | 21.6 | 550 | ||||||||||||||||
| 17 | Hilton Checkers Los Angeles | 2 | 4 | (54.8 | ) | 9 | 12 | (24.9 | ) | 19.4 | 32.2 | (1,280 | ) | |||||||||||||
| 18 | Hilton Chicago | 8 | 21 | (59.0 | ) | 78 | 108 | (27.3 | ) | 10.8 | 19.2 | (840 | ) | |||||||||||||
| 19 | W Chicago – City Center | 1 | 6 | (79.0 | ) | 19 | 25 | (25.0 | ) | 6.8 | 24.4 | (1,760 | ) | |||||||||||||
| 20 | W Chicago – Lakeshore | (1 | ) | 5 | (119.0 | ) | 21 | 27 | (24.4 | ) | (4.7 | ) | 18.9 | (2,360 | ) | |||||||||||
| 21 | Casa Marina Key West, Curio Collection | 22 | 16 | 39.7 | 52 | 41 | 24.7 | 42.2 | 37.7 | 450 | ||||||||||||||||
| 22 | The Reach Key West, Curio Collection | 11 | 5 | 126.4 | 26 | 14 | 79.9 | 43.3 | 34.4 | 890 | ||||||||||||||||
| 23 | Hilton Denver City Center | 11 | 15 | (30.2 | ) | 31 | 38 | (20.2 | ) | 34.8 | 39.7 | (490 | ) | |||||||||||||
| 24 | Royal Palm South Beach Miami | 12 | 11 | 14.8 | 31 | 29 | 8.4 | 39.9 | 37.7 | 220 | ||||||||||||||||
| 25 | DoubleTree Hotel Washington DC – Crystal City | 6 | 6 | — | 24 | 29 | (15.6 | ) | 26.6 | 22.4 | 420 | |||||||||||||||
| 26 | DoubleTree Hotel San Jose | — | 11 | (98.3 | ) | 19 | 38 | (49.8 | ) | 1.0 | 30.2 | (2,920 | ) | |||||||||||||
| 27 | Juniper Hotel Cupertino, Curio Collection | 2 | 6 | (63.4 | ) | 9 | 15 | (40.2 | ) | 22.5 | 36.8 | (1,430 | ) | |||||||||||||
| Sub-total Core Hotels | $ | 403 | $ | 569 | (29.3 | )% | $ | 1,471 | $ | 1,842 | (20.3 | )% | 27.3 | % | 30.8 | % | (350 | ) | bps | |||||||
| All Other Hotels | $ | 57 | $ | 61 | (6.1 | )% | $ | 294 | $ | 311 | (4.4 | )% | 19.7 | % | 20.1 | % | (40 | ) | bps | |||||||
| Total Consolidated Portfolio | $ | 460 | $ | 630 | (27.0 | )% | $ | 1,765 | $ | 2,153 | (18.0 | )% | 26.1 | % | 29.3 | % | (320 | ) | bps |
(1) Calculated based on unrounded numbers.
| 40 | |
|---|---|
| Properties Acquired and Sold | |
| --- |
Hyatt Regency Boston Caribe Hilton W New Orleans - French Quarter
| 41 | |||
|---|---|---|---|
| Properties Acquired and Sold | |||
| --- | |||
| Properties Acquired | |||
| Hotel | Location | Room Count | |
| --- | --- | --- | --- |
| 2019 Acquisitions: | |||
| Chesapeake Lodging Trust Acquisition(1) | |||
| Hilton Denver City Center | Denver, CO | 613 | |
| W Chicago – Lakeshore | Chicago, IL | 520 | |
| Hyatt Regency Boston | Boston, MA | 502 | |
| Hyatt Regency Mission Bay Spa and Marina | San Diego, CA | 438 | |
| Boston Marriott Newton | Newton, MA | 430 | |
| Le Meridien New Orleans(2) | New Orleans, LA | 410 | |
| W Chicago – City Center | Chicago, IL | 403 | |
| Royal Palm South Beach Miami, a Tribute Portfolio Resort | Miami Beach, FL | 393 | |
| Le Meridien San Francisco(3) | San Francisco, CA | 360 | |
| JW Marriott San Francisco Union Square | San Francisco, CA | 344 | |
| Hyatt Centric Fisherman’s Wharf | San Francisco, CA | 316 | |
| Hotel Indigo San Diego Gaslamp Quarter(4) | San Diego, CA | 210 | |
| Courtyard Washington Capitol Hill/Navy Yard(4) | Washington, DC | 204 | |
| Homewood Suites by Hilton Seattle Convention Center Pike Street(5) | Seattle, WA | 195 | |
| Hilton Checkers Los Angeles | Los Angeles, CA | 193 | |
| Ace Hotel Downtown Los Angeles(2) | Los Angeles, CA | 182 | |
| Hotel Adagio, Autograph Collection(6) | San Francisco, CA | 171 | |
| W New Orleans – French Quarter(7) | New Orleans, LA | 97 | |
| 5,981 |
__________________________________________________________________________________
| (1) Park’s acquisition by merger of Chesapeake Lodging Trust closed in September 2019 for total consideration of approximately $2.5 billion, including acquisition costs. | ||||||
|---|---|---|---|---|---|---|
| (2) Sold in December 2019. | ||||||
| (3) Sold in August 2021. | ||||||
| (4) Sold in June 2021.<br><br>(5) Sold in June 2022. | ||||||
| (6) Sold in July 2021. | ||||||
| (7) Sold in April 2021. | ||||||
| 42 | ||||||
| --- | ||||||
| Properties Acquired and Sold (continued) | ||||||
| --- | ||||||
| Properties Sold | ||||||
| Hotel | Location | Month Sold | Room Count | Gross Proceeds | ||
| --- | --- | --- | --- | --- | --- | --- |
| (in millions) | ||||||
| 2018 Sales: | ||||||
| Hilton Rotterdam | Rotterdam, Netherlands | January 2018 | 254 | $ | 62.2 | |
| Embassy Suites Portfolio – 3 Hotels | Domestic US | February 2018 | 676 | 95.8 | ||
| UK Portfolio – 7 Hotels | United Kingdom | February 2018 | 1,334 | 188.5 | ||
| Hilton Durban | Durban, South Africa | February 2018 | 328 | 32.5 | ||
| Hilton Berlin(1) | Berlin, Germany | May 2018 | 601 | 140.0 | ||
| 2018 Total (13 Hotels) | 3,193 | $ | 519.0 | |||
| 2019 Sales: | ||||||
| Pointe Hilton Squaw Peak Resort | Phoenix, Arizona | February 2019 | 563 | $ | 51.4 | |
| Hilton Nuremberg | Nuremberg, Germany | March 2019 | 152 | 17.5 | ||
| Hilton Atlanta Airport | Atlanta, Georgia | June 2019 | 507 | 101.0 | ||
| Hilton New Orleans Airport(2) | New Orleans, Louisiana | June 2019 | 317 | 48.0 | ||
| Embassy Suites Parsippany(2) | Parsippany, New Jersey | June 2019 | 274 | 17.0 | ||
| Conrad Dublin(3) | Dublin, Ireland | November 2019 | 192 | 61.0 | ||
| Ace Hotel Downtown Los Angeles | Los Angeles, California | December 2019 | 182 | 117.0 | ||
| Le Meridien New Orleans | New Orleans, Louisiana | December 2019 | 410 | 84.0 | ||
| 2019 Total (8 Hotels) | 2,597 | $ | 496.9 | |||
| 2020 Sales: | ||||||
| Hilton São Paulo Morumbi | São Paulo, Brazil | February 2020 | 503 | $ | 117.5 | |
| Embassy Suites Washington DC Georgetown | Washington, D.C. | February 2020 | 197 | 90.4 | ||
| 2020 Total (2 Hotels) | 700 | $ | 207.9 | |||
| 2021 Sales: | ||||||
| W New Orleans – French Quarter | New Orleans, Louisiana | April 2021 | 97 | $ | 24.1 | |
| Hotel Indigo San Diego Gaslamp Quarter(2) | San Diego, California | June 2021 | 210 | 78.0 | ||
| Courtyard Washington Capitol Hill/Navy Yard(2) | Washington, District of Columbia | June 2021 | 204 | 71.0 | ||
| Hotel Adagio, Autograph Collection | San Francisco, California | July 2021 | 171 | 82.0 | ||
| Le Meridien San Francisco | San Francisco, California | August 2021 | 360 | 221.5 | ||
| 2021 Total (5 Hotels) | 1,042 | $ | 476.6 | |||
| 2022 Sales: | ||||||
| Hampton Inn & Suites Memphis – Shady Grove | Memphis, Tennessee | April 2022 | 131 | $ | 11.5 | |
| Hilton Chicago/Oak Brook Suites | Chicago, Illinois | May 2022 | 211 | 10.3 | ||
| Homewood Suites by Hilton Seattle Convention Center Pike Street | Seattle, Washington | June 2022 | 195 | 80.0 | ||
| Hilton San Diego Bayfront(4) | San Diego, California | June 2022 | 1,190 | 157.0 | ||
| Hilton Garden Inn Chicago/Oakbrook Terrace | Chicago, Illinois | July 2022 | 128 | 9.4 | ||
| Hilton Garden Inn LAX/El Segundo | El Segundo, California | September 2022 | 162 | 37.5 | ||
| DoubleTree Hotel Las Vegas Airport(5) | Las Vegas, Nevada | October 2022 | 190 | 11.2 | ||
| 2022 Total (7 Hotels) | 2,207 | $ | 316.9 | |||
| Grand Total(6) (35 Hotels) | 9,739 | $ | 2,017.3 |
__________________________________________________________________________________
| (1) The unconsolidated hotel was sold for total gross proceeds of approximately $350 million, of which $140 million represents Park’s pro rata share. | |
|---|---|
| (2) Hotels were sold as a portfolio in the same transaction. | |
| (3) The unconsolidated hotel was sold for total gross proceeds of approximately $128 million, of which $61 million represents Park’s pro rata share. | |
| (4) Park sold its 25% interests in the joint ventures that own and operate this unconsolidated hotel for total gross proceeds of approximately $157 million, which were reduced by $55 million for Park’s share of the mortgage debt. | |
| (5) The unconsolidated hotel was sold for total gross proceeds of approximately $22 million, of which $11.2 million represents Park’s pro rata share.<br><br>(6) To date, Park has sold its interest in 35 hotels. In addition, three other properties were subject to ground leases that either expired or were terminated by Park, and consequently turned over to the landlord. | |
| 43 | |
| --- | |
| Capital Structure | |
| --- |
Debt Summary Casa Marina, a Waldorf Astoria Resort Hilton Orlando Bonnet Creek New York Hilton Midtown
asa Marina, a Waldorf Astoria Resort Hilton Orlando Bonnet Creek New York Hilton Midtown
| 44 | ||||||
|---|---|---|---|---|---|---|
| Capital Structure | ||||||
| --- | ||||||
| Fixed and Variable Rate Debt | ||||||
| (unaudited, dollars in millions) | ||||||
| --- | --- | --- | --- | --- | --- | --- |
| Debt | Collateral | Interest Rate | Maturity Date | As of September 30, 2022 | ||
| Fixed Rate Debt | ||||||
| Mortgage loan | Hilton Denver City Center | 4.90% | March 2023(1) | $ | 57 | |
| Mortgage loan | Hilton Checkers Los Angeles | 4.11% | March 2023 | 26 | ||
| Mortgage loan | W Chicago – City Center | 4.25% | August 2023 | 75 | ||
| Mortgage loan | Hilton San Francisco Union Square, Parc 55 San Francisco – a Hilton Hotel | 4.11% | November 2023 | 725 | ||
| Mortgage loan | Hyatt Regency Boston | 4.25% | July 2026 | 132 | ||
| Mortgage loan | DoubleTree Hotel Spokane City Center | 3.62% | July 2026 | 14 | ||
| Mortgage loan | Hilton Hawaiian Village Beach Resort | 4.20% | November 2026 | 1,275 | ||
| Mortgage loan | Hilton Santa Barbara Beachfront Resort | 4.17% | December 2026 | 163 | ||
| Mortgage loan | DoubleTree Hotel Ontario Airport | 5.37% | May 2027 | 30 | ||
| 2025 Senior Secured Notes | 7.50% | June 2025 | 650 | |||
| 2028 Senior Secured Notes | 5.88% | October 2028 | 725 | |||
| 2029 Senior Secured Notes | 4.88% | May 2029 | 750 | |||
| Total Fixed Rate Debt | 5.04%(2) | 4,622 | ||||
| Variable Rate Debt | ||||||
| Revolver(3) | Unsecured | L + 1.80%(4) | December 2023 | — | ||
| 2019 Term Facility | Unsecured | L + 1.70%(4) | August 2024 | 78 | ||
| Total Variable Rate Debt | 4.51%(2) | 78 | ||||
| Add: unamortized premium | 3 | |||||
| Less: unamortized deferred financing costs and discount | (33 | ) | ||||
| Total Debt(5) | 5.03%(2) | $ | 4,670 | |||
| (1) The loan matures in August 2042 but is callable by the lender with six months of notice. As of September 30, 2022, Park had not received notice from the lender. | ||||||
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| (2) Calculated on a weighted average basis. | ||||||
| (3) Park has $901 million of available capacity under the revolving credit facility (“Revolver”). | ||||||
| (4) Upon exiting the covenant relief period under Park’s credit facilities in July 2022, the applicable margins of the Revolver and 2019 Term Facility decreased by 1.20% and 0.95%, respectively. | ||||||
| (5) Excludes $170 million of Park’s share of debt of its unconsolidated joint ventures. | ||||||
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| Definitions | ||||||
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Definitions Hilton Orlando Bonnet Creek Hilton Denver City Center W Chicago –City Center
Hilton Orlando Bonnet Creek Hilton Denver City Center W Chicago - City Center
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| Definitions | |||
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| Pro-forma<br><br><br><br>The Company presents certain data for its consolidated hotels on a Pro-forma hotel basis as supplemental information for investors: Pro-forma Hotel Revenues, Pro-forma RevPAR, Pro-forma Total RevPAR, Pro-forma occupancy, Pro-forma ADR, Pro-forma Adjusted EBITDA, Pro-forma Hotel Adjusted EBITDA and Pro-forma Hotel Adjusted EBITDA Margin and Net debt to Pro-forma Adjusted EBITDA ratio. The Company presents Pro-forma hotel results to help the Company and its investors evaluate the ongoing operating performance of its hotels. The Company’s Pro-forma metrics exclude results from property dispositions that have occurred through November 2, 2022 and include results from property acquisitions as though such acquisitions occurred on the earliest period presented.<br><br><br><br>EBITDA, Adjusted EBITDA, Hotel Adjusted EBITDA and Hotel Adjusted EBITDA Margin<br><br>Earnings (loss) before interest expense, taxes and depreciation and amortization (“EBITDA”), presented herein, reflects net income (loss) excluding depreciation and amortization, interest income, interest expense, income taxes and interest expense, income tax and depreciation and amortization included in equity in earnings (losses) from investments in affiliates.<br><br>Adjusted EBITDA, presented herein, is calculated as EBITDA, as previously defined, further adjusted to exclude:<br><br>• Gains or losses on sales of assets for both consolidated and unconsolidated investments;<br><br>• Costs associated with hotel acquisitions or dispositions expensed during the period;<br><br>• Severance expense;<br><br>• Share-based compensation expense;<br><br>• Impairment losses and casualty gains or losses; and<br><br>• Other items that management believes are not representative of the Company’s current or future operating performance.<br><br>Hotel Adjusted EBITDA measures hotel-level results before debt service, depreciation and corporate expenses of the Company’s consolidated hotels, which excludes hotels owned by unconsolidated affiliates, and is a key measure of the Company’s profitability. The Company presents Hotel Adjusted EBITDA to help the Company and its investors evaluate the ongoing operating performance of the Company’s consolidated hotels.<br><br>Hotel Adjusted EBITDA margin is calculated as Hotel Adjusted EBITDA divided by total hotel revenue. | |||
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| Definitions (continued) | |||
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| EBITDA, Adjusted EBITDA, Hotel Adjusted EBITDA and Hotel Adjusted EBITDA margin are not recognized terms under United States (“U.S.”) GAAP and should not be considered as alternatives to net income (loss) or other measures of financial performance or liquidity derived in accordance with U.S. GAAP. In addition, the Company’s definitions of EBITDA, Adjusted EBITDA, Hotel Adjusted EBITDA and Hotel Adjusted EBITDA margin may not be comparable to similarly titled measures of other companies.<br><br><br><br>The Company believes that EBITDA, Adjusted EBITDA, Hotel Adjusted EBITDA and Hotel Adjusted EBITDA margin provide useful information to investors about the Company and its financial condition and results of operations for the following reasons: (i) EBITDA, Adjusted EBITDA, Hotel Adjusted EBITDA and Hotel Adjusted EBITDA margin are among the measures used by the Company’s management team to make day-to-day operating decisions and evaluate its operating performance between periods and between REITs by removing the effect of its capital structure (primarily interest expense) and asset base (primarily depreciation and amortization) from its operating results; and (ii) EBITDA, Adjusted EBITDA, Hotel Adjusted EBITDA and Hotel Adjusted EBITDA margin are frequently used by securities analysts, investors and other interested parties as a common performance measure to compare results or estimate valuations across companies in the industry.<br><br>EBITDA, Adjusted EBITDA, Hotel Adjusted EBITDA and Hotel Adjusted EBITDA margin have limitations as analytical tools and should not be considered either in isolation or as a substitute for net income (loss) or other methods of analyzing the Company’s operating performance and results as reported under U.S. GAAP. Because of these limitations, EBITDA, Adjusted EBITDA and Hotel Adjusted EBITDA should not be considered as discretionary cash available to the Company to reinvest in the growth of its business or as measures of cash that will be available to the Company to meet its obligations.<br><br><br><br>Nareit FFO attributable to stockholders, Adjusted FFO attributable to stockholders, Nareit FFO per share – Diluted and Adjusted FFO per share – Diluted<br><br><br><br>Nareit FFO attributable to stockholders and Nareit FFO per diluted share (defined as set forth below) are presented herein as non-GAAP measures of the Company’s performance. The Company calculates funds from (used in) operations (“FFO”) attributable to stockholders for a given operating period in accordance with standards established by the National Association of Real Estate Investment Trusts (“Nareit”), as net income (loss) attributable to stockholders (calculated in accordance with U.S. GAAP), excluding depreciation and amortization, gains or losses on sales of assets, impairment, and the cumulative effect of changes in accounting principles, plus adjustments for unconsolidated joint ventures. Adjustments for unconsolidated joint ventures are calculated to reflect the Company’s pro rata share of the FFO of those entities on the same basis. As noted by Nareit in its December 2018 “Nareit Funds from Operations White Paper – 2018 Restatement,” since real estate values historically have risen or fallen with market conditions, many industry investors have considered presentation of operating results for real estate companies that use historical cost accounting to be insufficient by themselves. For these reasons, Nareit adopted the FFO metric in order to promote an industry-wide measure of REIT operating performance. The Company believes Nareit FFO provides useful information to investors regarding its operating performance and can facilitate comparisons of operating performance between periods and between REITs. The Company’s presentation may not be comparable to FFO reported by other REITs that do not define the terms in accordance with the current Nareit definition, or that interpret the current Nareit definition differently. The Company calculates Nareit FFO per diluted share as Nareit FFO divided by the number of fully diluted shares outstanding during a given operating period. | |||
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| Definitions (continued) | |||
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| The Company also presents Adjusted FFO attributable to stockholders and Adjusted FFO per diluted share when evaluating its performance because management believes that the exclusion of certain additional items described below provides useful supplemental information to investors regarding the Company’s ongoing operating performance. Management historically has made the adjustments detailed below in evaluating its performance and in its annual budget process. Management believes that the presentation of Adjusted FFO provides useful supplemental information that is beneficial to an investor’s complete understanding of operating performance. The Company adjusts Nareit FFO attributable to stockholders for the following items, which may occur in any period, and refers to this measure as Adjusted FFO attributable to stockholders:<br><br><br><br>• Costs associated with hotel acquisitions or dispositions expensed during the period;<br><br>• Severance expense;<br><br>• Share-based compensation expense; and<br><br>• Other items that management believes are not representative of the Company’s current or future operating performance.<br><br><br><br>Net Debt<br><br>Net debt, presented herein, is a non-GAAP financial measure that the Company uses to evaluate its financial leverage. Net debt is calculated as (i) long-term debt, including current maturities and excluding unamortized deferred financing costs; and (ii) the Company’s share of investments in affiliate debt, excluding unamortized deferred financing costs; reduced by (a) cash and cash equivalents; and (b) restricted cash and cash equivalents.<br><br>The Company believes Net debt provides useful information about its indebtedness to investors as it is frequently used by securities analysts, investors and other interested parties to compare the indebtedness of companies. Net debt should not be considered as a substitute to debt presented in accordance with U.S. GAAP. Net debt may not be comparable to a similarly titled measure of other companies.<br><br>Net Debt to Adjusted EBITDA Ratio<br><br>Net debt to Adjusted EBITDA ratio, presented herein, is a non-GAAP financial measure and is included as it is frequently used by securities analysts, investors and other interested parties to compare the financial condition of companies. Net debt to Adjusted EBITDA ratio should not be considered as an alternative to measures of financial condition derived in accordance with U.S. GAAP and it may not be comparable to a similarly titled measure of other companies.<br><br>Occupancy<br><br>Occupancy represents the total number of room nights sold divided by the total number of room nights available at a hotel or group of hotels. Room nights available to guests have not been adjusted for suspended or reduced operations at certain of the Company’s hotels as a result of COVID-19. Occupancy measures the utilization of the Company’s hotels’ available capacity. Management uses occupancy to gauge demand at a specific hotel or group of hotels in a given period. Occupancy levels also help management determine achievable Average Daily Rate (“ADR”) levels as demand for hotel rooms increases or decreases. | |||
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| Definitions (continued) | |||
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| Average Daily Rate<br><br>ADR represents rooms revenue divided by total number of room nights sold in a given period. ADR measures average room price attained by a hotel and ADR trends provide useful information concerning the pricing environment and the nature of the customer base of a hotel or group of hotels. ADR is a commonly used performance measure in the hotel industry, and management uses ADR to assess pricing levels that the Company is able to generate by type of customer, as changes in rates have a more pronounced effect on overall revenues and incremental profitability than changes in occupancy, as described above.<br><br>Revenue per Available Room<br><br>Revenue per Available Room (“RevPAR”) represents rooms revenue divided by total number of room nights available to guests for a given period. Room nights available to guests have not been adjusted for suspended or reduced operations at certain of the Company’s hotels as a result of COVID-19. Management considers RevPAR to be a meaningful indicator of the Company’s performance as it provides a metric correlated to two primary and key factors of operations at a hotel or group of hotels: occupancy and ADR. RevPAR is also a useful indicator in measuring performance over comparable periods.<br><br>Total RevPAR<br><br>Total RevPAR represents rooms, food and beverage and other hotel revenues divided by the total number of room nights available to guests for a given period. Room nights available to guests have not been adjusted for suspended or reduced operations at certain of the Company’s hotels as a result of COVID-19. Management considers Total RevPAR to be a meaningful indicator of the Company’s performance as approximately one-third of revenues are earned from food and beverage and other hotel revenues. Total RevPAR is also a useful indicator in measuring performance over comparable periods. | |||
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| Analyst Coverage | |||
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| Analyst | Company | Phone | |
| --- | --- | --- | --- |
| Dany Asad | Bank of America | (646) 855-5238 | dany.asad@bofa.com |
| Anthony Powell | Barclays | (212) 526-8768 | anthony.powell@barclays.com |
| Ari Klein | BMO Capital Markets | (212) 885-4103 | ari.klein@bmo.com |
| Neil Malkin | Capital One Securities | (571) 633-8191 | neil.malkin@capitalone.com |
| Smedes Rose | Citi Research | (212) 816-6243 | smedes.rose@citi.com |
| Floris Van Dijkum | Compass Point | (646) 757-2621 | fvandijkum@compasspointllc.com |
| Chris Woronka | Deutsche Bank | (212) 250-9376 | chris.woronka@db.com |
| Duane Pfennigwerth | Evercore ISI | (212) 497-0817 | duane.pfennigwerth@evercoreisi.com |
| Christopher Darling | Green Street | (949) 640-8780 | cdarling@greenstreet.com |
| David Katz | Jefferies | (212) 323-3355 | dkatz@jefferies.com |
| Joe Greff | JP Morgan | (212) 622-0548 | joseph.greff@jpmorgan.com |
| Bill Crow | Raymond James | (727) 567-2594 | bill.crow@raymondjames.com |
| Rich Anderson | SMBC Nikko Securities | (646) 521-2351 | randerson@smbcnikko-si.com |
| Patrick Scholes | Truist Securities | (212) 319-3915 | patrick.scholes@research.Truist.com |
| Robin Farley | UBS | (212) 713-2060 | robin.farley@ubs.com |
| Dori Kesten | Wells Fargo | (617) 603-4262 | dori.kesten@wellsfargo.com |
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