BETHESDA, Md., Aug. 03, 2022 (GLOBE NEWSWIRE) --
Host Hotels & Resorts, Inc. (NASDAQ: HST) (the “Company”), the
nation’s largest lodging real estate investment trust (“REIT”),
today announced results for second quarter of 2022.
Operating Results
(unaudited, in millions, except per share and hotel statistics)
|
|
Quarter ended June 30, |
|
|
Percent
Change |
|
|
Percent
Change |
|
|
Year-to-date ended June 30, |
|
|
Percent
Change |
|
|
Percent
Change |
|
|
|
2022 |
|
|
2021 |
|
|
vs. Q2
2021 |
|
|
vs. Q2
2019⁽²⁾ |
|
|
2022 |
|
|
2021 |
|
|
vs. 2021 |
|
|
vs. 2019⁽²⁾ |
|
Revenues |
|
$ |
1,381 |
|
|
$ |
649 |
|
|
|
112.8 |
% |
|
|
(6.9 |
)% |
|
$ |
2,455 |
|
|
$ |
1,048 |
|
|
|
134.3 |
% |
|
|
(14.5 |
)% |
All Owned Hotel revenues
⁽¹⁾ |
|
|
1,373 |
|
|
|
657 |
|
|
|
109.0 |
% |
|
|
3.7 |
% |
|
|
2,426 |
|
|
|
1,088 |
|
|
|
123.0 |
% |
|
|
(6.6 |
)% |
All Owned Hotel Total RevPAR
⁽¹⁾ |
|
|
355.88 |
|
|
|
171.23 |
|
|
|
107.8 |
% |
|
|
2.7 |
% |
|
|
315.94 |
|
|
|
142.57 |
|
|
|
121.6 |
% |
|
|
(7.6 |
)% |
All Owned Hotel RevPAR
⁽¹⁾ |
|
|
219.30 |
|
|
|
110.65 |
|
|
|
98.2 |
% |
|
|
3.7 |
% |
|
|
193.26 |
|
|
|
91.58 |
|
|
|
111.0 |
% |
|
|
(7.1 |
)% |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net income (loss) |
|
$ |
260 |
|
|
$ |
(61 |
) |
|
N/M |
|
|
|
|
|
$ |
378 |
|
|
$ |
(214 |
) |
|
N/M |
|
|
|
|
EBITDAre⁽¹⁾ |
|
|
506 |
|
|
|
111 |
|
|
|
355.9 |
% |
|
|
|
|
|
812 |
|
|
|
116 |
|
|
|
600.0 |
% |
|
|
|
Adjusted EBITDAre⁽¹⁾ |
|
|
500 |
|
|
|
110 |
|
|
|
354.5 |
% |
|
|
|
|
|
806 |
|
|
|
113 |
|
|
|
613.3 |
% |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Diluted earnings (loss)
per common share |
|
|
0.36 |
|
|
|
(0.09 |
) |
|
N/M |
|
|
|
|
|
|
0.52 |
|
|
|
(0.30 |
) |
|
N/M |
|
|
|
|
NAREIT FFO per diluted
share⁽¹⁾ |
|
|
0.58 |
|
|
|
0.12 |
|
|
|
383.3 |
% |
|
|
|
|
|
0.97 |
|
|
|
0.13 |
|
|
|
646.2 |
% |
|
|
|
Adjusted FFO per diluted
share⁽¹⁾ |
|
|
0.58 |
|
|
|
0.12 |
|
|
|
383.3 |
% |
|
|
|
|
|
0.97 |
|
|
|
0.13 |
|
|
|
646.2 |
% |
|
|
|
* Additional detail on the Company’s
results, including data for 22 domestic markets, is available in
the Second Quarter 2022 Supplemental Financial Information
available on the Company’s website at www.hosthotels.com.
James F. Risoleo, President and Chief Executive
Officer, said, "The operational recovery in the lodging sector
continued to play out over the first half of the year. During the
second quarter, RevPAR was $219 representing a 3.7% increase over
the second quarter of 2019, and the first time our quarterly RevPAR
exceeded 2019 levels since the onset of the pandemic. We saw
significant improvements across markets and business mix during the
quarter, driven by an increase in business travel and improvement
in group revenues. While macroeconomic concerns are now competing
with the lodging recovery, we believe we are very well positioned
to continue our strong operating performance in the second half of
the year given our portfolio diversification, our reinvestment in
our assets, and our investment grade balance sheet."
_____________________
(1) |
NAREIT Funds From Operations (“FFO”) per diluted share,
Adjusted FFO per diluted share, EBITDAre, Adjusted
EBITDAre and All Owned Hotel revenues are non-GAAP (U.S.
generally accepted accounting principles) financial measures within
the meaning of the rules of the Securities and Exchange Commission
(“SEC”). See the Notes to Financial Information on why the Company
believes these supplemental measures are useful, reconciliations to
the most directly comparable GAAP measure, and the limitations on
the use of these supplemental measures. Additionally, All Owned
Hotel results and statistics include adjustments for dispositions
and acquisitions. See Hotel Operating Data for RevPAR results of
the portfolio based on the Company's ownership period, without
these adjustments. |
(2) |
Presentation includes comparisons to 2019 operating results in
order to allow investors to better understand the trajectory and
timing of any recovery from the COVID-19 impacts on hotel
operations. |
N/M = Not Meaningful
|
Highlights:
- All Owned Hotel
Total RevPAR was $355.88 and All Owned Hotel RevPAR was $219.30 in
the second quarter, reflecting continued sequential improvement.
Improvements were driven by leisure travel, which drove strong
rates at resort properties leading to average room rates of $296.91
as well as significant improvements in food and beverage and other
revenues. At the same time, recovery at the Company's urban markets
accelerated, fueled by an increase in group demand compared to the
first quarter of 2022.
- Generated GAAP net
income of $260 million in the second quarter, an increase of $142
million from the first quarter, driven by the improvement in
operations. GAAP operating profit margin for the quarter was 23.7%,
an improvement of 480 basis points compared to the second quarter
of 2019.
- Achieved All Owned
Hotel EBITDA of $510 million and Adjusted EBITDAre of $500
million, both of which exceeded 2019 second quarter results,
benefiting from continued positive quarterly sequential
improvements in RevPAR and operations.
- The strong
improvements in rate combined with a reduction in hotel expenses
compared to 2019 led to All Owned Hotel EBITDA margin of 37.1% for
the second quarter, exceeding the second quarter 2019 margin by 480
basis points.
- As previously
announced, sold the Sheraton New York Times Square Hotel in April
for $373 million, which includes a $250 million bridge loan
provided by the Company to the buyer, with an initial term of six
months and three potential six-month extensions. Also sold YVE
Hotel Miami for $50 million, including $1 million of FF&E
funds.
- Preliminary
forecast All Owned Hotel RevPAR for July is expected to be
approximately flat to 2019 with RevPAR of approximately $195,
reflecting normal seasonality.
Balance Sheet
The Company maintains a robust balance sheet,
with the following balances at June 30, 2022:
- Total assets of
$12.0 billion.
- Debt balance of
$4.2 billion, with an average maturity of 5 years, an average
interest rate of 3.7%, and no significant maturities until
2024.
-
Total available liquidity of approximately $2.4 billion, including
furniture fixtures & equipment ("FF&E") escrow reserves of
$179 million and $1.5 billion available under the revolver portion
of the credit facility.
Dividend and Share Repurchase
Program
The Company paid a second quarter cash dividend of $0.06 per
share on its common stock on July 15, 2022 to stockholders of
record on June 30, 2022. On August 3, 2022, the Board of Directors
authorized a regular quarterly cash dividend of $0.12 per share on
its common stock. The dividend will be paid on October 17, 2022 to
stockholders of record on September 30, 2022. All future dividends
are subject to approval by the Company’s Board of Directors.
On August 3, 2022, the Board of Directors authorized an increase
in the Company’s share repurchase program from the existing $371
million remaining under the prior Board authorization to $1
billion. The common stock may be purchased in the open market or by
other means from time to time depending upon market conditions. No
shares were repurchased during the second quarter.
Operating Results
- All Owned Hotel
RevPAR improved 31% compared to the first quarter of 2022 and
surpassed second quarter 2019 RevPAR for the first time. Strong
leisure demand for resorts and hotels located in the Company’s
Sunbelt markets and Hawaii continued, while results also benefited
from accelerated improvement at the Company's urban markets
compared to first quarter of 2022. Hotels in New York, Washington,
D.C. and San Francisco/San Jose experienced marked improvement in
RevPAR compared to the first quarter, driven by improvements in
group and transient business.
- All Owned Hotel
average room rates continued to hold strong, surpassing 2019 rates
throughout the quarter, and average occupancy continued to close
the gap to 2019.
- Food and beverage
revenues for the Company's current portfolio improved approximately
37%, compared to the first quarter. Banquet and Catering revenues
improved as group room nights were down only 8.5% to 2019, compared
to being down 42% to 2019 in the first quarter of 2022.
- Hiring pace
improved in the second quarter compared to the first quarter, but
continues to lag demand. The Company expects hotel operating costs
to increase as hiring pace catches up with demand.
Hotel Business Mix Update
The Company’s customers fall into three broad
groups: transient, group and contract business, which accounted for
approximately 61%, 35%, and 4%, respectively, of its 2019 room
sales.
While leisure demand continued to contribute to
improvements in the second quarter compared to the first quarter of
2022, a resurgence in group demand also helped shift the second
quarter mix of business closer to 2019 levels. The following are
the sequential results for transient, group and contract business
in comparison to 2019 performance, for the Company's current
portfolio:
|
|
Quarter ended June 30, 2022 |
|
|
Quarter ended March 31, 2022 |
|
|
|
Transient |
|
|
Group |
|
|
Contract |
|
|
Transient |
|
|
Group |
|
|
Contract |
|
Room nights (in
thousands) |
|
|
1,592 |
|
|
|
1,118 |
|
|
|
138 |
|
|
|
1,278 |
|
|
|
682 |
|
|
|
123 |
|
Percentage change in room
nights
vs. same period in 2019 |
|
|
(10.3 |
)% |
|
|
(8.5 |
)% |
|
|
12.4 |
% |
|
|
(19.1 |
)% |
|
|
(42.0 |
)% |
|
|
(1.4 |
)% |
Rooms Revenues (in
millions) |
|
$ |
531 |
|
|
$ |
288 |
|
|
$ |
26 |
|
|
$ |
432 |
|
|
$ |
184 |
|
|
$ |
21 |
|
Percentage change in revenues
vs.
same period in 2019 |
|
|
9.6 |
% |
|
|
(2.9 |
)% |
|
|
2.1 |
% |
|
|
(3.2 |
)% |
|
|
(39.2 |
)% |
|
|
(12.7 |
)% |
Capital Expenditures
The following presents the Company’s capital
expenditures spend for the second quarter and the forecast for full
year 2022 (in millions):
|
|
Year-to-date ended
June 30, 2022 |
|
|
2022 Full Year Forecast |
|
|
|
|
|
|
|
|
|
|
|
|
|
Actual |
|
|
Low-end of range |
|
|
High-end of range |
|
ROI - Marriott Transformational Capital Program |
|
$ |
46 |
|
|
$ |
90 |
|
|
$ |
115 |
|
ROI - All other ROI
projects |
|
|
116 |
|
|
|
230 |
|
|
|
240 |
|
Total ROI project spend |
|
|
162 |
|
|
|
320 |
|
|
|
355 |
|
Renewals and Replacements |
|
|
78 |
|
|
|
180 |
|
|
|
220 |
|
Total Capital
Expenditures |
|
$ |
240 |
|
|
$ |
500 |
|
|
$ |
575 |
|
The Company invested heavily in capital
expenditures in the early phases of recovery in order to minimize
future disruption and believes these renovations will position
these hotels to capture additional revenue during the lodging
recovery. In 2022, the Company expects to complete renovations to
4,400 guestrooms, approximately 49,000 square feet of meeting space
and approximately 123,000 square feet of public space. The Company
received $3 million of operating profit guarantees in the second
quarter and $7 million year-to-date and expects to receive
approximately $11 million in total operating profit guarantees in
2022 under the Marriott Transformational Capital Program. The
program is expected to be substantially complete by the end of
2022.
2022 Outlook
The Company anticipates its full year 2022
operating results, as compared to 2021 and 2019, will be in the
following range:
|
Full Year 2022 Guidance |
|
Low-end of range |
|
|
High-end of range |
|
|
Change vs. 2021 |
|
Change vs. 2019 |
All Owned Hotel Total RevPAR |
$ |
307 |
|
|
$ |
314 |
|
|
66.6% to 70.4% |
|
(5.5)% to (3.3)% |
All Owned Hotel RevPAR |
|
191 |
|
|
|
195 |
|
|
62.5% to
65.9% |
|
(4.5)% to
(2.5)% |
Total revenues under GAAP |
|
4,781 |
|
|
|
4,889 |
|
|
65.4% to
69.2% |
|
(12.6)% to
(10.6)% |
Operating profit margin under GAAP |
|
15.1 |
% |
|
|
16.1 |
% |
|
2,380 bps
to 2,480 bps |
|
50 bps to
150 bps |
All Owned Hotel EBITDA margin |
|
31.5 |
% |
|
|
32.1 |
% |
|
810 bps to
870 bps |
|
190 bps to
250 bps |
Based upon the above parameters, the Company
estimates its full year 2022 guidance as follows:
|
Full Year 2022 Guidance |
|
|
Low-end of range |
|
|
High-end of range |
|
Net income (in millions) |
$ |
588 |
|
|
$ |
652 |
|
Adjusted EBITDAre (in
millions) |
|
1,445 |
|
|
|
1,510 |
|
Diluted earnings per common
share |
|
0.81 |
|
|
|
0.90 |
|
NAREIT FFO per diluted
share |
|
1.71 |
|
|
|
1.80 |
|
Adjusted FFO per diluted
share |
|
1.71 |
|
|
|
1.80 |
|
See the 2022 Full Year Forecast Schedule and the
Notes to Financial Information for items that may affect forecast
results.
About Host Hotels &
Resorts
Host Hotels & Resorts, Inc. is an S&P
500 company and is the largest lodging real estate investment trust
and one of the largest owners of luxury and upper-upscale hotels.
The Company currently owns 73 properties in the United States and
five properties internationally totaling approximately 42,300
rooms. The Company also holds non-controlling interests in seven
domestic and one international joint ventures. Guided by a
disciplined approach to capital allocation and aggressive asset
management, the Company partners with premium brands such as
Marriott®, Ritz-Carlton®, Westin®,
Sheraton®, W®, St. Regis®, The
Luxury Collection®, Hyatt®,
Fairmont®, Hilton®, Four Seasons®,
Swissôtel®, ibis® and Novotel®, as
well as independent brands. For additional information, please
visit the Company’s website at www.hosthotels.com.
Note: This press release contains
forward-looking statements within the meaning of federal securities
regulations. These forward-looking statements which include, but
may not be limited to, our expectations regarding the impact of the
COVID-19 pandemic on our business, the recovery of travel and the
lodging industry and 2022 estimates with respect to our business,
are identified by their use of terms and phrases such as
“anticipate,” “believe,” “could,” “estimate,” “expect,” “intend,”
“may,” “should,” “plan,” “predict,” “project,” “will,” “continue”
and other similar terms and phrases, including references to
assumptions and forecasts of future results. Forward-looking
statements are not guarantees of future performance and involve
known and unknown risks, uncertainties and other factors which may
cause the actual results to differ materially from those
anticipated at the time the forward-looking statements are made.
These risks include, but are not limited to: the duration and scope
of the COVID-19 pandemic and its short and longer-term impact on
the demand for travel, transient and group business, and levels of
consumer confidence; actions governments, businesses and
individuals take in response to the pandemic, including limiting
travel or the size of gatherings; general economic uncertainty in
U.S. markets where we own hotels and a worsening of economic
conditions or low levels of economic growth in these markets; other
changes (apart from the COVID-19 pandemic) in national and local
economic and business conditions and other factors such as natural
disasters and weather that will affect occupancy rates at our
hotels and the demand for hotel products and services; the impact
of geopolitical developments outside the U.S. on lodging demand;
volatility in global financial and credit markets; operating risks
associated with the hotel business; risks and limitations in our
operating flexibility associated with the level of our indebtedness
and our ability to meet covenants in our debt agreements; risks
associated with our relationships with property managers and joint
venture partners; our ability to maintain our properties in a
first-class manner, including meeting capital expenditure
requirements; the effects of hotel renovations on our hotel
occupancy and financial results; our ability to compete effectively
in areas such as access, location, quality of accommodations and
room rate structures; risks associated with our ability to complete
acquisitions and develop new properties and the risks that
acquisitions and new developments may not perform in accordance
with our expectations; our ability to continue to satisfy complex
rules in order for us to remain a REIT for federal income tax
purposes; risks associated with our ability to effectuate our
dividend policy, including factors such as operating results and
the economic outlook influencing our board’s decision whether to
pay further dividends at levels previously disclosed or to use
available cash to make special dividends; and other risks and
uncertainties associated with our business described in the
Company’s annual report on Form 10-K, quarterly reports on Form
10-Q and current reports on Form 8-K filed with the SEC. Although
the Company believes the expectations reflected in such
forward-looking statements are based upon reasonable assumptions,
it can give no assurance that the expectations will be attained or
that any deviation will not be material. All information in this
release is as of August 3, 2022 and the Company undertakes no
obligation to update any forward-looking statement to conform the
statement to actual results or changes in the Company’s
expectations.
* This press release contains registered
trademarks that are the exclusive property of their respective
owners. None of the owners of these trademarks has any
responsibility or liability for any information contained in this
press release.
*** Tables to Follow ***
Host Hotels & Resorts, Inc., herein referred
to as “we,” “Host Inc.,” or the “Company,” is a self-managed and
self-administered real estate investment trust that owns hotel
properties. We conduct our operations as an umbrella partnership
REIT through an operating partnership, Host Hotels & Resorts,
L.P. (“Host LP”), of which we are the sole general partner. When
distinguishing between Host Inc. and Host LP, the primary
difference is approximately 1% of the partnership interests in Host
LP held by outside partners as of June 30, 2022, which are
non-controlling interests in Host LP in our consolidated balance
sheets and is included in net (income) loss attributable to
non-controlling interests in our consolidated statements of
operations. Readers are encouraged to find further detail regarding
our organizational structure in our annual report on Form 10-K.
HOST HOTELS & RESORTS,
INC.
Condensed Consolidated Balance Sheets
(unaudited, in millions, except shares and per share amounts)
|
|
June 30, 2022 |
|
|
December 31, 2021 |
|
|
|
|
|
|
|
|
ASSETS |
|
Property and equipment, net |
|
$ |
9,538 |
|
|
$ |
9,994 |
|
Right-of-use assets |
|
|
560 |
|
|
|
551 |
|
Assets held for sale |
|
|
— |
|
|
|
270 |
|
Due
from managers |
|
|
164 |
|
|
|
113 |
|
Advances to and investments in affiliates |
|
|
126 |
|
|
|
42 |
|
Furniture, fixtures and equipment replacement fund |
|
|
179 |
|
|
|
144 |
|
Notes
receivable |
|
|
413 |
|
|
|
— |
|
Other |
|
|
365 |
|
|
|
431 |
|
Cash
and cash equivalents |
|
|
699 |
|
|
|
807 |
|
Total assets |
|
$ |
12,044 |
|
|
$ |
12,352 |
|
|
|
|
|
|
|
|
LIABILITIES, NON-CONTROLLING INTERESTS AND
EQUITY |
|
Debt⁽¹⁾ |
|
|
|
|
|
|
Senior notes |
|
$ |
3,112 |
|
|
$ |
3,109 |
|
Credit facility, including the term loans of $998 and $997,
respectively |
|
|
992 |
|
|
|
1,673 |
|
Mortgage and other debt |
|
|
108 |
|
|
|
109 |
|
Total debt |
|
|
4,212 |
|
|
|
4,891 |
|
Lease
liabilities |
|
|
572 |
|
|
|
564 |
|
Accounts payable and accrued expenses |
|
|
113 |
|
|
|
85 |
|
Due
to managers |
|
|
35 |
|
|
|
42 |
|
Other |
|
|
167 |
|
|
|
198 |
|
Total liabilities |
|
|
5,099 |
|
|
|
5,780 |
|
|
|
|
|
|
|
|
Redeemable non-controlling interests - Host Hotels &
Resorts, L.P. |
|
|
163 |
|
|
|
126 |
|
|
|
|
|
|
|
|
Host
Hotels & Resorts, Inc. stockholders’ equity: |
|
|
|
|
|
|
Common stock, par value $0.01, 1,050 million shares authorized,
714.9 million shares and 714.1 million shares issued and
outstanding, respectively |
|
|
7 |
|
|
|
7 |
|
Additional paid-in capital |
|
|
7,729 |
|
|
|
7,702 |
|
Accumulated other comprehensive loss |
|
|
(74 |
) |
|
|
(76 |
) |
Deficit |
|
|
(885 |
) |
|
|
(1,192 |
) |
Total equity of Host Hotels & Resorts, Inc. stockholders |
|
|
6,777 |
|
|
|
6,441 |
|
Non-redeemable non-controlling interests—other consolidated
partnerships |
|
|
5 |
|
|
|
5 |
|
Total equity |
|
|
6,782 |
|
|
|
6,446 |
|
Total liabilities, non-controlling interests and equity |
|
$ |
12,044 |
|
|
$ |
12,352 |
|
___________
(1) Please see our Second
Quarter 2022 Supplemental Financial Information for more detail on
our debt balances and financial covenant ratios under our credit
facility and senior notes indentures.
HOST HOTELS & RESORTS,
INC.
Condensed Consolidated Statements of
Operations
(unaudited, in millions, except per share amounts)
|
|
Quarter ended June 30, |
|
|
Year-to-date ended June 30, |
|
|
|
2022 |
|
|
2021 |
|
|
2022 |
|
|
2021 |
|
Revenues |
|
|
|
|
|
|
|
|
|
|
|
|
Rooms |
|
$ |
850 |
|
|
$ |
423 |
|
|
$ |
1,505 |
|
|
$ |
680 |
|
Food and beverage |
|
|
405 |
|
|
|
137 |
|
|
|
702 |
|
|
|
214 |
|
Other |
|
|
126 |
|
|
|
89 |
|
|
|
248 |
|
|
|
154 |
|
Total revenues |
|
|
1,381 |
|
|
|
649 |
|
|
|
2,455 |
|
|
|
1,048 |
|
Expenses |
|
|
|
|
|
|
|
|
|
|
|
|
Rooms |
|
|
189 |
|
|
|
109 |
|
|
|
349 |
|
|
|
174 |
|
Food and beverage |
|
|
245 |
|
|
|
105 |
|
|
|
445 |
|
|
|
167 |
|
Other departmental and support expenses |
|
|
300 |
|
|
|
209 |
|
|
|
573 |
|
|
|
369 |
|
Management fees |
|
|
62 |
|
|
|
21 |
|
|
|
102 |
|
|
|
32 |
|
Other property-level expenses |
|
|
78 |
|
|
|
79 |
|
|
|
162 |
|
|
|
157 |
|
Depreciation and amortization |
|
|
162 |
|
|
|
169 |
|
|
|
334 |
|
|
|
334 |
|
Corporate and other expenses⁽¹⁾ |
|
|
25 |
|
|
|
25 |
|
|
|
48 |
|
|
|
49 |
|
Gain on insurance and business interruption
settlements |
|
|
(7 |
) |
|
|
— |
|
|
|
(7 |
) |
|
|
— |
|
Total operating costs and expenses |
|
|
1,054 |
|
|
|
717 |
|
|
|
2,006 |
|
|
|
1,282 |
|
Operating profit
(loss) |
|
|
327 |
|
|
|
(68 |
) |
|
|
449 |
|
|
|
(234 |
) |
Interest income |
|
|
6 |
|
|
|
— |
|
|
|
7 |
|
|
|
1 |
|
Interest expense |
|
|
(37 |
) |
|
|
(43 |
) |
|
|
(73 |
) |
|
|
(85 |
) |
Other gains |
|
|
1 |
|
|
|
3 |
|
|
|
14 |
|
|
|
2 |
|
Equity in earnings of affiliates |
|
|
2 |
|
|
|
25 |
|
|
|
4 |
|
|
|
34 |
|
Income (loss) before
income taxes |
|
|
299 |
|
|
|
(83 |
) |
|
|
401 |
|
|
|
(282 |
) |
Benefit (provision) for income
taxes |
|
|
(39 |
) |
|
|
22 |
|
|
|
(23 |
) |
|
|
68 |
|
Net income
(loss) |
|
|
260 |
|
|
|
(61 |
) |
|
|
378 |
|
|
|
(214 |
) |
Less: Net (income) loss
attributable to non-
controlling interests |
|
|
(4 |
) |
|
|
1 |
|
|
|
(6 |
) |
|
|
2 |
|
Net income (loss)
attributable to Host Inc. |
|
$ |
256 |
|
|
$ |
(60 |
) |
|
$ |
372 |
|
|
$ |
(212 |
) |
Basic and diluted
earnings (loss) per common share |
|
$ |
0.36 |
|
|
$ |
(0.09 |
) |
|
$ |
0.52 |
|
|
$ |
(0.30 |
) |
___________
(1) Corporate and other
expenses include the following items:
|
|
Quarter ended June 30, |
|
|
Year-to-date ended June 30, |
|
|
|
2022 |
|
|
2021 |
|
|
2022 |
|
|
2021 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
General and administrative costs |
|
$ |
20 |
|
|
$ |
20 |
|
|
$ |
38 |
|
|
$ |
40 |
|
Non-cash stock-based
compensation expense |
|
|
5 |
|
|
|
5 |
|
|
|
10 |
|
|
|
9 |
|
Total |
|
$ |
25 |
|
|
$ |
25 |
|
|
$ |
48 |
|
|
$ |
49 |
|
HOST HOTELS & RESORTS,
INC.
Earnings (Loss) per Common Share
(unaudited, in millions, except per share amounts)
|
|
Quarter ended June 30, |
|
|
Year-to-date ended June 30, |
|
|
|
2022 |
|
|
2021 |
|
|
2022 |
|
|
2021 |
|
Net income (loss) |
|
$ |
260 |
|
|
$ |
(61 |
) |
|
$ |
378 |
|
|
$ |
(214 |
) |
Less: Net (income) loss attributable to non-
controlling interests |
|
|
(4 |
) |
|
|
1 |
|
|
|
(6 |
) |
|
|
2 |
|
Net
income (loss) attributable to Host Inc. |
|
$ |
256 |
|
|
$ |
(60 |
) |
|
$ |
372 |
|
|
$ |
(212 |
) |
|
|
|
|
|
|
|
|
|
|
|
|
|
Basic
weighted average shares outstanding |
|
|
714.8 |
|
|
|
707.6 |
|
|
|
714.6 |
|
|
|
706.6 |
|
Assuming distribution of common shares granted under the
comprehensive stock plans,
less shares assumed purchased at market |
|
|
2.2 |
|
|
|
— |
|
|
|
2.2 |
|
|
|
— |
|
Diluted weighted average shares outstanding⁽¹⁾ |
|
|
717.0 |
|
|
|
707.6 |
|
|
|
716.8 |
|
|
|
706.6 |
|
Basic and diluted
earnings (loss) per common share |
|
$ |
0.36 |
|
|
$ |
(0.09 |
) |
|
$ |
0.52 |
|
|
$ |
(0.30 |
) |
___________
(1) Dilutive securities may include shares
granted under comprehensive stock plans, preferred operating
partnership units (“OP Units”) held by minority partners and other
non-controlling interests that have the option to convert their
limited partnership interests to common OP Units. No effect is
shown for any securities that were anti-dilutive for the
period.
HOST HOTELS & RESORTS,
INC.
Hotel Operating Data for Consolidated
Hotels(1)(2)
All Owned Hotel Results by Location Compared to
2021
|
As of June 30, 2022 |
|
Quarter ended June 30, 2022 |
|
Quarter ended June 30, 2021 |
|
|
|
|
|
Location |
No. of
Properties |
|
No. of
Rooms |
|
Average
Room Rate |
|
Average
Occupancy
Percentage |
|
RevPAR |
|
Total RevPAR |
|
Average
Room Rate |
|
Average
Occupancy
Percentage |
|
RevPAR |
|
Total RevPAR |
|
Percent
Change in
RevPAR |
|
Percent
Change in
Total RevPAR |
|
Miami |
|
2 |
|
|
1,033 |
|
$ |
618.60 |
|
|
67.4 |
% |
$ |
416.89 |
|
$ |
697.72 |
|
$ |
574.38 |
|
|
60.9 |
% |
$ |
349.81 |
|
$ |
550.03 |
|
|
19.2 |
% |
|
26.9 |
% |
Maui/Oahu |
|
4 |
|
|
2,007 |
|
|
567.20 |
|
|
78.0 |
|
|
442.56 |
|
|
690.02 |
|
|
457.70 |
|
|
78.5 |
|
|
359.35 |
|
|
543.98 |
|
|
23.2 |
|
|
26.8 |
|
Jacksonville |
|
1 |
|
|
446 |
|
|
572.46 |
|
|
81.1 |
|
|
463.99 |
|
|
974.04 |
|
|
559.42 |
|
|
68.9 |
|
|
385.55 |
|
|
730.42 |
|
|
20.3 |
|
|
33.4 |
|
Florida Gulf Coast |
|
5 |
|
|
1,850 |
|
|
411.67 |
|
|
70.2 |
|
|
288.94 |
|
|
596.48 |
|
|
404.15 |
|
|
66.5 |
|
|
268.58 |
|
|
506.14 |
|
|
7.6 |
|
|
17.8 |
|
Phoenix |
|
4 |
|
|
1,822 |
|
|
367.35 |
|
|
75.5 |
|
|
277.29 |
|
|
612.01 |
|
|
311.33 |
|
|
61.6 |
|
|
191.85 |
|
|
382.50 |
|
|
44.5 |
|
|
60.0 |
|
Orlando |
|
2 |
|
|
2,448 |
|
|
402.61 |
|
|
73.8 |
|
|
297.06 |
|
|
580.59 |
|
|
427.88 |
|
|
27.0 |
|
|
115.67 |
|
|
204.69 |
|
|
156.8 |
|
|
183.6 |
|
Los Angeles/ Orange
County |
|
3 |
|
|
1,067 |
|
|
278.61 |
|
|
87.4 |
|
|
243.48 |
|
|
354.78 |
|
|
210.29 |
|
|
57.0 |
|
|
119.76 |
|
|
164.13 |
|
|
103.3 |
|
|
116.2 |
|
Austin |
|
2 |
|
|
767 |
|
|
272.13 |
|
|
80.7 |
|
|
219.57 |
|
|
383.03 |
|
|
200.85 |
|
|
56.9 |
|
|
114.34 |
|
|
174.39 |
|
|
92.0 |
|
|
119.6 |
|
San Diego |
|
3 |
|
|
3,288 |
|
|
271.84 |
|
|
81.0 |
|
|
220.07 |
|
|
391.37 |
|
|
194.88 |
|
|
46.0 |
|
|
89.63 |
|
|
134.93 |
|
|
145.5 |
|
|
190.1 |
|
New York |
|
2 |
|
|
2,486 |
|
|
326.39 |
|
|
80.3 |
|
|
261.97 |
|
|
385.41 |
|
|
181.25 |
|
|
38.5 |
|
|
69.86 |
|
|
79.52 |
|
|
275.0 |
|
|
384.7 |
|
Philadelphia |
|
2 |
|
|
810 |
|
|
229.82 |
|
|
86.6 |
|
|
199.08 |
|
|
303.95 |
|
|
160.86 |
|
|
59.6 |
|
|
95.82 |
|
|
147.30 |
|
|
107.8 |
|
|
106.4 |
|
Washington, D.C. (CBD) |
|
5 |
|
|
3,238 |
|
|
286.32 |
|
|
77.0 |
|
|
220.58 |
|
|
312.13 |
|
|
152.55 |
|
|
40.4 |
|
|
61.69 |
|
|
68.15 |
|
|
257.6 |
|
|
358.0 |
|
New Orleans |
|
1 |
|
|
1,333 |
|
|
219.22 |
|
|
76.4 |
|
|
167.55 |
|
|
237.37 |
|
|
125.59 |
|
|
44.8 |
|
|
56.27 |
|
|
77.37 |
|
|
197.8 |
|
|
206.8 |
|
Northern Virginia |
|
2 |
|
|
916 |
|
|
228.38 |
|
|
75.8 |
|
|
173.05 |
|
|
266.99 |
|
|
178.08 |
|
|
42.2 |
|
|
75.16 |
|
|
112.17 |
|
|
130.2 |
|
|
138.0 |
|
San Antonio |
|
2 |
|
|
1,512 |
|
|
202.69 |
|
|
70.3 |
|
|
142.44 |
|
|
213.86 |
|
|
154.53 |
|
|
39.2 |
|
|
60.58 |
|
|
87.18 |
|
|
135.1 |
|
|
145.3 |
|
San Francisco/ San Jose |
|
6 |
|
|
4,162 |
|
|
237.03 |
|
|
72.7 |
|
|
172.26 |
|
|
236.43 |
|
|
147.45 |
|
|
30.6 |
|
|
45.12 |
|
|
59.89 |
|
|
281.8 |
|
|
294.7 |
|
Atlanta |
|
2 |
|
|
810 |
|
|
186.06 |
|
|
77.5 |
|
|
144.28 |
|
|
236.30 |
|
|
154.11 |
|
|
55.3 |
|
|
85.28 |
|
|
114.63 |
|
|
69.2 |
|
|
106.1 |
|
Boston |
|
2 |
|
|
1,495 |
|
|
277.40 |
|
|
60.7 |
|
|
168.38 |
|
|
223.59 |
|
|
145.54 |
|
|
37.1 |
|
|
53.93 |
|
|
70.34 |
|
|
212.2 |
|
|
217.9 |
|
Chicago |
|
4 |
|
|
1,816 |
|
|
240.04 |
|
|
71.8 |
|
|
172.32 |
|
|
237.59 |
|
|
149.79 |
|
|
33.2 |
|
|
49.78 |
|
|
59.22 |
|
|
246.2 |
|
|
301.2 |
|
Houston |
|
5 |
|
|
1,942 |
|
|
184.11 |
|
|
67.1 |
|
|
123.53 |
|
|
175.70 |
|
|
141.99 |
|
|
61.3 |
|
|
87.08 |
|
|
117.76 |
|
|
41.9 |
|
|
49.2 |
|
Seattle |
|
2 |
|
|
1,315 |
|
|
228.80 |
|
|
74.6 |
|
|
170.62 |
|
|
218.92 |
|
|
166.90 |
|
|
22.2 |
|
|
37.13 |
|
|
45.54 |
|
|
359.6 |
|
|
380.7 |
|
Denver |
|
3 |
|
|
1,340 |
|
|
188.02 |
|
|
69.4 |
|
|
130.52 |
|
|
189.86 |
|
|
133.42 |
|
|
43.3 |
|
|
57.76 |
|
|
74.07 |
|
|
126.0 |
|
|
156.3 |
|
Other |
|
9 |
|
|
2,936 |
|
|
262.88 |
|
|
69.1 |
|
|
181.67 |
|
|
265.61 |
|
|
250.31 |
|
|
47.6 |
|
|
119.18 |
|
|
172.74 |
|
|
52.4 |
|
|
53.8 |
|
Domestic |
|
73 |
|
|
40,839 |
|
|
301.01 |
|
|
74.4 |
|
|
223.98 |
|
|
363.76 |
|
|
249.31 |
|
|
45.8 |
|
|
114.26 |
|
|
176.81 |
|
|
96.0 |
|
|
105.7 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
International |
|
5 |
|
|
1,499 |
|
|
155.80 |
|
|
59.0 |
|
|
91.91 |
|
|
140.79 |
|
|
66.34 |
|
|
19.2 |
|
|
12.75 |
|
|
19.99 |
|
|
620.8 |
|
|
604.4 |
|
All Locations |
|
78 |
|
|
42,338 |
|
|
296.91 |
|
|
73.9 |
|
|
219.30 |
|
|
355.88 |
|
|
246.52 |
|
|
44.9 |
|
|
110.65 |
|
|
171.23 |
|
|
98.2 |
|
|
107.8 |
|
All Owned Hotel Results by Location Compared to
2019
|
As of June 30, 2022 |
|
Quarter ended June 30, 2022 |
|
Quarter ended June 30, 2019 |
|
|
|
|
|
Location |
No. of
Properties |
|
No. of
Rooms |
|
Average
Room Rate |
|
Average
Occupancy
Percentage |
|
RevPAR |
|
Total RevPAR |
|
Average
Room Rate |
|
Average
Occupancy
Percentage |
|
RevPAR |
|
Total RevPAR |
|
Percent
Change in
RevPAR |
|
Percent
Change in
Total RevPAR |
|
Miami |
|
2 |
|
|
1,033 |
|
$ |
618.60 |
|
|
67.4 |
% |
$ |
416.89 |
|
$ |
697.72 |
|
$ |
339.61 |
|
|
80.5 |
% |
$ |
273.24 |
|
$ |
450.92 |
|
|
52.6 |
% |
|
54.7 |
% |
Maui/Oahu |
|
4 |
|
|
2,007 |
|
|
567.20 |
|
|
78.0 |
|
|
442.56 |
|
|
690.02 |
|
|
384.31 |
|
|
92.3 |
|
|
354.62 |
|
|
577.55 |
|
|
24.8 |
|
|
19.5 |
|
Jacksonville |
|
1 |
|
|
446 |
|
|
572.46 |
|
|
81.1 |
|
|
463.99 |
|
|
974.04 |
|
|
414.11 |
|
|
84.1 |
|
|
348.40 |
|
|
753.61 |
|
|
33.2 |
|
|
29.2 |
|
Florida Gulf Coast |
|
5 |
|
|
1,850 |
|
|
411.67 |
|
|
70.2 |
|
|
288.94 |
|
|
596.48 |
|
|
313.53 |
|
|
73.9 |
|
|
231.56 |
|
|
496.76 |
|
|
24.8 |
|
|
20.1 |
|
Phoenix |
|
4 |
|
|
1,822 |
|
|
367.35 |
|
|
75.5 |
|
|
277.29 |
|
|
612.01 |
|
|
277.88 |
|
|
74.6 |
|
|
207.40 |
|
|
488.38 |
|
|
33.7 |
|
|
25.3 |
|
Orlando |
|
2 |
|
|
2,448 |
|
|
402.61 |
|
|
73.8 |
|
|
297.06 |
|
|
580.59 |
|
|
280.14 |
|
|
72.2 |
|
|
202.14 |
|
|
411.47 |
|
|
47.0 |
|
|
41.1 |
|
Los Angeles/ Orange
County |
|
3 |
|
|
1,067 |
|
|
278.61 |
|
|
87.4 |
|
|
243.48 |
|
|
354.78 |
|
|
255.87 |
|
|
84.6 |
|
|
216.50 |
|
|
326.84 |
|
|
12.5 |
|
|
8.5 |
|
Austin |
|
2 |
|
|
767 |
|
|
272.13 |
|
|
80.7 |
|
|
219.57 |
|
|
383.03 |
|
|
248.55 |
|
|
91.2 |
|
|
226.69 |
|
|
382.10 |
|
|
(3.1 |
) |
|
0.2 |
|
San Diego |
|
3 |
|
|
3,288 |
|
|
271.84 |
|
|
81.0 |
|
|
220.07 |
|
|
391.37 |
|
|
257.34 |
|
|
83.0 |
|
|
213.66 |
|
|
394.65 |
|
|
3.0 |
|
|
(0.8 |
) |
New York |
|
2 |
|
|
2,486 |
|
|
326.39 |
|
|
80.3 |
|
|
261.97 |
|
|
385.41 |
|
|
317.33 |
|
|
82.7 |
|
|
262.29 |
|
|
420.05 |
|
|
(0.1 |
) |
|
(8.2 |
) |
Philadelphia |
|
2 |
|
|
810 |
|
|
229.82 |
|
|
86.6 |
|
|
199.08 |
|
|
303.95 |
|
|
247.35 |
|
|
89.7 |
|
|
221.94 |
|
|
366.74 |
|
|
(10.3 |
) |
|
(17.1 |
) |
Washington, D.C. (CBD) |
|
5 |
|
|
3,238 |
|
|
286.32 |
|
|
77.0 |
|
|
220.58 |
|
|
312.13 |
|
|
278.76 |
|
|
91.5 |
|
|
255.04 |
|
|
367.23 |
|
|
(13.5 |
) |
|
(15.0 |
) |
New Orleans |
|
1 |
|
|
1,333 |
|
|
219.22 |
|
|
76.4 |
|
|
167.55 |
|
|
237.37 |
|
|
196.98 |
|
|
81.0 |
|
|
159.65 |
|
|
233.90 |
|
|
5.0 |
|
|
1.5 |
|
Northern Virginia |
|
2 |
|
|
916 |
|
|
228.38 |
|
|
75.8 |
|
|
173.05 |
|
|
266.99 |
|
|
224.95 |
|
|
80.6 |
|
|
181.28 |
|
|
299.04 |
|
|
(4.5 |
) |
|
(10.7 |
) |
San Antonio |
|
2 |
|
|
1,512 |
|
|
202.69 |
|
|
70.3 |
|
|
142.44 |
|
|
213.86 |
|
|
186.37 |
|
|
75.1 |
|
|
139.94 |
|
|
200.21 |
|
|
1.8 |
|
|
6.8 |
|
San Francisco/ San Jose |
|
6 |
|
|
4,162 |
|
|
237.03 |
|
|
72.7 |
|
|
172.26 |
|
|
236.43 |
|
|
272.24 |
|
|
83.4 |
|
|
227.04 |
|
|
321.62 |
|
|
(24.1 |
) |
|
(26.5 |
) |
Atlanta |
|
2 |
|
|
810 |
|
|
186.06 |
|
|
77.5 |
|
|
144.28 |
|
|
236.30 |
|
|
180.64 |
|
|
82.7 |
|
|
149.41 |
|
|
248.11 |
|
|
(3.4 |
) |
|
(4.8 |
) |
Boston |
|
2 |
|
|
1,495 |
|
|
277.40 |
|
|
60.7 |
|
|
168.38 |
|
|
223.59 |
|
|
277.53 |
|
|
87.6 |
|
|
243.15 |
|
|
342.58 |
|
|
(30.8 |
) |
|
(34.7 |
) |
Chicago |
|
4 |
|
|
1,816 |
|
|
240.04 |
|
|
71.8 |
|
|
172.32 |
|
|
237.59 |
|
|
237.05 |
|
|
82.5 |
|
|
195.46 |
|
|
278.10 |
|
|
(11.8 |
) |
|
(14.6 |
) |
Houston |
|
5 |
|
|
1,942 |
|
|
184.11 |
|
|
67.1 |
|
|
123.53 |
|
|
175.70 |
|
|
181.69 |
|
|
74.6 |
|
|
135.49 |
|
|
193.31 |
|
|
(8.8 |
) |
|
(9.1 |
) |
Seattle |
|
2 |
|
|
1,315 |
|
|
228.80 |
|
|
74.6 |
|
|
170.62 |
|
|
218.92 |
|
|
234.35 |
|
|
85.1 |
|
|
199.47 |
|
|
271.52 |
|
|
(14.5 |
) |
|
(19.4 |
) |
Denver |
|
3 |
|
|
1,340 |
|
|
188.02 |
|
|
69.4 |
|
|
130.52 |
|
|
189.86 |
|
|
176.07 |
|
|
79.4 |
|
|
139.88 |
|
|
210.69 |
|
|
(6.7 |
) |
|
(9.9 |
) |
Other |
|
9 |
|
|
2,936 |
|
|
262.88 |
|
|
69.1 |
|
|
181.67 |
|
|
265.61 |
|
|
196.30 |
|
|
81.4 |
|
|
159.88 |
|
|
238.44 |
|
|
13.6 |
|
|
11.4 |
|
Domestic |
|
73 |
|
|
40,839 |
|
|
301.01 |
|
|
74.4 |
|
|
223.98 |
|
|
363.76 |
|
|
261.79 |
|
|
82.2 |
|
|
215.26 |
|
|
353.07 |
|
|
4.1 |
|
|
3.0 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
International |
|
5 |
|
|
1,499 |
|
|
155.80 |
|
|
59.0 |
|
|
91.91 |
|
|
140.79 |
|
|
158.97 |
|
|
69.7 |
|
|
110.79 |
|
|
169.04 |
|
|
(17.0 |
) |
|
(16.7 |
) |
All Locations |
|
78 |
|
|
42,338 |
|
|
296.91 |
|
|
73.9 |
|
|
219.30 |
|
|
355.88 |
|
|
258.66 |
|
|
81.8 |
|
|
211.52 |
|
|
346.49 |
|
|
3.7 |
|
|
2.7 |
|
HOST HOTELS & RESORTS,
INC.
Hotel Operating Data for Consolidated
Hotels(1)(2) (cont.)
All Owned Hotel Results by Location Compared to
2021
|
As of June 30, 2022 |
|
Year-to-date ended June 30, 2022 |
|
Year-to-date ended June 30, 2021 |
|
|
|
|
|
Location |
No. of
Properties |
|
No. of
Rooms |
|
Average
Room Rate |
|
Average
Occupancy
Percentage |
|
RevPAR |
|
Total
RevPAR |
|
Average
Room Rate |
|
Average
Occupancy
Percentage |
|
RevPAR |
|
Total
RevPAR |
|
Percent
Change in
RevPAR |
|
Percent
Change in
Total RevPAR |
|
Miami |
|
2 |
|
|
1,033 |
|
$ |
677.26 |
|
|
69.1 |
% |
$ |
468.18 |
|
$ |
758.30 |
|
$ |
618.08 |
|
|
57.7 |
% |
$ |
356.49 |
|
$ |
554.37 |
|
|
31.3 |
% |
|
36.8 |
% |
Maui/Oahu |
|
4 |
|
|
2,007 |
|
|
556.16 |
|
|
77.2 |
|
|
429.37 |
|
|
665.43 |
|
|
440.07 |
|
|
59.4 |
|
|
261.61 |
|
|
401.86 |
|
|
64.1 |
|
|
65.6 |
|
Jacksonville |
|
1 |
|
|
446 |
|
|
555.35 |
|
|
70.8 |
|
|
393.31 |
|
|
846.75 |
|
|
534.27 |
|
|
52.3 |
|
|
279.35 |
|
|
539.18 |
|
|
40.8 |
|
|
57.0 |
|
Florida Gulf Coast |
|
5 |
|
|
1,850 |
|
|
485.09 |
|
|
72.1 |
|
|
349.66 |
|
|
687.58 |
|
|
455.98 |
|
|
59.7 |
|
|
272.11 |
|
|
497.88 |
|
|
28.5 |
|
|
38.1 |
|
Phoenix |
|
4 |
|
|
1,822 |
|
|
412.40 |
|
|
74.7 |
|
|
307.94 |
|
|
643.07 |
|
|
330.65 |
|
|
55.8 |
|
|
184.62 |
|
|
359.23 |
|
|
66.8 |
|
|
79.0 |
|
Orlando |
|
2 |
|
|
2,448 |
|
|
427.24 |
|
|
66.0 |
|
|
281.89 |
|
|
534.73 |
|
|
454.91 |
|
|
22.2 |
|
|
101.17 |
|
|
180.02 |
|
|
178.6 |
|
|
197.0 |
|
Los Angeles/ Orange
County |
|
3 |
|
|
1,067 |
|
|
282.52 |
|
|
76.2 |
|
|
215.25 |
|
|
310.70 |
|
|
206.74 |
|
|
39.4 |
|
|
81.50 |
|
|
111.51 |
|
|
164.1 |
|
|
178.6 |
|
Austin |
|
2 |
|
|
767 |
|
|
274.92 |
|
|
71.3 |
|
|
196.03 |
|
|
334.68 |
|
|
177.66 |
|
|
48.8 |
|
|
86.61 |
|
|
134.48 |
|
|
126.3 |
|
|
148.9 |
|
San Diego |
|
3 |
|
|
3,288 |
|
|
265.79 |
|
|
71.3 |
|
|
189.62 |
|
|
343.77 |
|
|
184.52 |
|
|
31.6 |
|
|
58.33 |
|
|
91.91 |
|
|
225.1 |
|
|
274.0 |
|
New York |
|
2 |
|
|
2,486 |
|
|
303.32 |
|
|
61.0 |
|
|
184.91 |
|
|
269.63 |
|
|
169.79 |
|
|
29.1 |
|
|
49.48 |
|
|
58.28 |
|
|
273.7 |
|
|
362.6 |
|
Philadelphia |
|
2 |
|
|
810 |
|
|
206.81 |
|
|
76.7 |
|
|
158.68 |
|
|
244.18 |
|
|
151.04 |
|
|
48.3 |
|
|
72.98 |
|
|
108.91 |
|
|
117.4 |
|
|
124.2 |
|
Washington, D.C. (CBD) |
|
5 |
|
|
3,238 |
|
|
269.82 |
|
|
57.9 |
|
|
156.21 |
|
|
222.15 |
|
|
152.25 |
|
|
44.9 |
|
|
68.30 |
|
|
73.29 |
|
|
128.7 |
|
|
203.1 |
|
New Orleans |
|
1 |
|
|
1,333 |
|
|
212.83 |
|
|
66.2 |
|
|
140.90 |
|
|
202.78 |
|
|
121.54 |
|
|
29.1 |
|
|
35.40 |
|
|
52.52 |
|
|
298.0 |
|
|
286.1 |
|
Northern Virginia |
|
2 |
|
|
916 |
|
|
216.27 |
|
|
64.4 |
|
|
139.18 |
|
|
208.25 |
|
|
170.43 |
|
|
38.5 |
|
|
65.58 |
|
|
96.09 |
|
|
112.2 |
|
|
116.7 |
|
San Antonio |
|
2 |
|
|
1,512 |
|
|
195.73 |
|
|
68.8 |
|
|
134.67 |
|
|
205.78 |
|
|
142.95 |
|
|
33.2 |
|
|
47.42 |
|
|
67.74 |
|
|
184.0 |
|
|
203.8 |
|
San Francisco/ San Jose |
|
6 |
|
|
4,162 |
|
|
221.94 |
|
|
58.9 |
|
|
130.72 |
|
|
187.71 |
|
|
144.98 |
|
|
21.9 |
|
|
31.82 |
|
|
42.11 |
|
|
310.8 |
|
|
345.7 |
|
Atlanta |
|
2 |
|
|
810 |
|
|
180.13 |
|
|
72.0 |
|
|
129.60 |
|
|
207.01 |
|
|
145.54 |
|
|
49.3 |
|
|
71.70 |
|
|
94.90 |
|
|
80.8 |
|
|
118.1 |
|
Boston |
|
2 |
|
|
1,495 |
|
|
235.57 |
|
|
54.2 |
|
|
127.70 |
|
|
168.31 |
|
|
137.77 |
|
|
25.8 |
|
|
35.60 |
|
|
46.33 |
|
|
258.7 |
|
|
263.3 |
|
Chicago |
|
4 |
|
|
1,816 |
|
|
210.41 |
|
|
56.0 |
|
|
117.93 |
|
|
161.24 |
|
|
138.56 |
|
|
24.7 |
|
|
34.28 |
|
|
41.10 |
|
|
244.0 |
|
|
292.4 |
|
Houston |
|
5 |
|
|
1,942 |
|
|
182.12 |
|
|
64.0 |
|
|
116.60 |
|
|
162.56 |
|
|
134.73 |
|
|
56.1 |
|
|
75.63 |
|
|
102.44 |
|
|
54.2 |
|
|
58.7 |
|
Seattle |
|
2 |
|
|
1,315 |
|
|
211.55 |
|
|
55.1 |
|
|
116.53 |
|
|
153.56 |
|
|
162.69 |
|
|
14.8 |
|
|
24.06 |
|
|
30.12 |
|
|
384.4 |
|
|
409.9 |
|
Denver |
|
3 |
|
|
1,340 |
|
|
173.91 |
|
|
57.4 |
|
|
99.84 |
|
|
146.61 |
|
|
127.52 |
|
|
30.3 |
|
|
38.66 |
|
|
49.03 |
|
|
158.3 |
|
|
199.1 |
|
Other |
|
9 |
|
|
2,936 |
|
|
266.94 |
|
|
60.0 |
|
|
160.20 |
|
|
229.80 |
|
|
238.33 |
|
|
40.2 |
|
|
95.81 |
|
|
137.29 |
|
|
67.2 |
|
|
67.4 |
|
Domestic |
|
73 |
|
|
40,839 |
|
|
305.26 |
|
|
64.8 |
|
|
197.94 |
|
|
323.87 |
|
|
252.11 |
|
|
37.5 |
|
|
94.51 |
|
|
147.17 |
|
|
109.4 |
|
|
120.1 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
International |
|
5 |
|
|
1,499 |
|
|
133.14 |
|
|
49.3 |
|
|
65.66 |
|
|
99.56 |
|
|
75.57 |
|
|
16.1 |
|
|
12.19 |
|
|
17.74 |
|
|
438.6 |
|
|
461.2 |
|
All Locations |
|
78 |
|
|
42,338 |
|
|
300.59 |
|
|
64.3 |
|
|
193.26 |
|
|
315.94 |
|
|
249.34 |
|
|
36.7 |
|
|
91.58 |
|
|
142.57 |
|
|
111.0 |
|
|
121.6 |
|
All Owned Hotel Results by Location Compared to
2019
|
As of June 30, 2022 |
|
Year-to-date ended June 30, 2022 |
|
Year-to-date ended June 30, 2019 |
|
|
|
|
|
Location |
No. of
Properties |
|
No. of
Rooms |
|
Average
Room Rate |
|
Average
Occupancy
Percentage |
|
RevPAR |
|
Total
RevPAR |
|
Average
Room Rate |
|
Average
Occupancy
Percentage |
|
RevPAR |
|
Total
RevPAR |
|
Percent
Change in
RevPAR |
|
Percent
Change in
Total RevPAR |
|
Miami |
|
2 |
|
|
1,033 |
|
$ |
677.26 |
|
|
69.1 |
% |
$ |
468.18 |
|
$ |
758.30 |
|
$ |
402.26 |
|
|
82.9 |
% |
$ |
333.47 |
|
$ |
524.52 |
|
|
40.4 |
% |
|
44.6 |
% |
Maui/Oahu |
|
4 |
|
|
2,007 |
|
|
556.16 |
|
|
77.2 |
|
|
429.37 |
|
|
665.43 |
|
|
410.35 |
|
|
90.6 |
|
|
371.89 |
|
|
589.24 |
|
|
15.5 |
|
|
12.9 |
|
Jacksonville |
|
1 |
|
|
446 |
|
|
555.35 |
|
|
70.8 |
|
|
393.31 |
|
|
846.75 |
|
|
391.86 |
|
|
81.4 |
|
|
318.88 |
|
|
722.04 |
|
|
23.3 |
|
|
17.3 |
|
Florida Gulf Coast |
|
5 |
|
|
1,850 |
|
|
485.09 |
|
|
72.1 |
|
|
349.66 |
|
|
687.58 |
|
|
379.76 |
|
|
78.4 |
|
|
297.90 |
|
|
612.66 |
|
|
17.4 |
|
|
12.2 |
|
Phoenix |
|
4 |
|
|
1,822 |
|
|
412.40 |
|
|
74.7 |
|
|
307.94 |
|
|
643.07 |
|
|
327.86 |
|
|
78.6 |
|
|
257.82 |
|
|
566.03 |
|
|
19.4 |
|
|
13.6 |
|
Orlando |
|
2 |
|
|
2,448 |
|
|
427.24 |
|
|
66.0 |
|
|
281.89 |
|
|
534.73 |
|
|
299.99 |
|
|
75.6 |
|
|
226.78 |
|
|
461.20 |
|
|
24.3 |
|
|
15.9 |
|
Los Angeles/ Orange
County |
|
3 |
|
|
1,067 |
|
|
282.52 |
|
|
76.2 |
|
|
215.25 |
|
|
310.70 |
|
|
257.81 |
|
|
83.8 |
|
|
215.95 |
|
|
330.77 |
|
|
(0.3 |
) |
|
(6.1 |
) |
Austin |
|
2 |
|
|
767 |
|
|
274.92 |
|
|
71.3 |
|
|
196.03 |
|
|
334.68 |
|
|
262.77 |
|
|
87.8 |
|
|
230.62 |
|
|
390.95 |
|
|
(15.0 |
) |
|
(14.4 |
) |
San Diego |
|
3 |
|
|
3,288 |
|
|
265.79 |
|
|
71.3 |
|
|
189.62 |
|
|
343.77 |
|
|
255.23 |
|
|
80.0 |
|
|
204.18 |
|
|
372.23 |
|
|
(7.1 |
) |
|
(7.6 |
) |
New York |
|
2 |
|
|
2,486 |
|
|
303.32 |
|
|
61.0 |
|
|
184.91 |
|
|
269.63 |
|
|
290.28 |
|
|
77.3 |
|
|
224.37 |
|
|
362.87 |
|
|
(17.6 |
) |
|
(25.7 |
) |
Philadelphia |
|
2 |
|
|
810 |
|
|
206.81 |
|
|
76.7 |
|
|
158.68 |
|
|
244.18 |
|
|
220.90 |
|
|
83.9 |
|
|
185.41 |
|
|
304.83 |
|
|
(14.4 |
) |
|
(19.9 |
) |
Washington, D.C. (CBD) |
|
5 |
|
|
3,238 |
|
|
269.82 |
|
|
57.9 |
|
|
156.21 |
|
|
222.15 |
|
|
265.11 |
|
|
82.5 |
|
|
218.62 |
|
|
312.73 |
|
|
(28.5 |
) |
|
(29.0 |
) |
New Orleans |
|
1 |
|
|
1,333 |
|
|
212.83 |
|
|
66.2 |
|
|
140.90 |
|
|
202.78 |
|
|
203.37 |
|
|
81.3 |
|
|
165.38 |
|
|
241.84 |
|
|
(14.8 |
) |
|
(16.2 |
) |
Northern Virginia |
|
2 |
|
|
916 |
|
|
216.27 |
|
|
64.4 |
|
|
139.18 |
|
|
208.25 |
|
|
223.51 |
|
|
76.4 |
|
|
170.75 |
|
|
279.04 |
|
|
(18.5 |
) |
|
(25.4 |
) |
San Antonio |
|
2 |
|
|
1,512 |
|
|
195.73 |
|
|
68.8 |
|
|
134.67 |
|
|
205.78 |
|
|
191.24 |
|
|
76.2 |
|
|
145.81 |
|
|
215.02 |
|
|
(7.6 |
) |
|
(4.3 |
) |
San
Francisco/ San Jose |
|
6 |
|
|
4,162 |
|
|
221.94 |
|
|
58.9 |
|
|
130.72 |
|
|
187.71 |
|
|
291.25 |
|
|
80.8 |
|
|
235.43 |
|
|
330.93 |
|
|
(44.5 |
) |
|
(43.3 |
) |
Atlanta |
|
2 |
|
|
810 |
|
|
180.13 |
|
|
72.0 |
|
|
129.60 |
|
|
207.01 |
|
|
198.45 |
|
|
84.2 |
|
|
167.15 |
|
|
275.94 |
|
|
(22.5 |
) |
|
(25.0 |
) |
Boston |
|
2 |
|
|
1,495 |
|
|
235.57 |
|
|
54.2 |
|
|
127.70 |
|
|
168.31 |
|
|
240.24 |
|
|
80.6 |
|
|
193.67 |
|
|
283.11 |
|
|
(34.1 |
) |
|
(40.5 |
) |
Chicago |
|
4 |
|
|
1,816 |
|
|
210.41 |
|
|
56.0 |
|
|
117.93 |
|
|
161.24 |
|
|
199.76 |
|
|
71.5 |
|
|
142.77 |
|
|
203.93 |
|
|
(17.4 |
) |
|
(20.9 |
) |
Houston |
|
5 |
|
|
1,942 |
|
|
182.12 |
|
|
64.0 |
|
|
116.60 |
|
|
162.56 |
|
|
182.15 |
|
|
75.2 |
|
|
136.92 |
|
|
197.16 |
|
|
(14.8 |
) |
|
(17.5 |
) |
Seattle |
|
2 |
|
|
1,315 |
|
|
211.55 |
|
|
55.1 |
|
|
116.53 |
|
|
153.56 |
|
|
215.31 |
|
|
81.3 |
|
|
174.95 |
|
|
237.90 |
|
|
(33.4 |
) |
|
(35.5 |
) |
Denver |
|
3 |
|
|
1,340 |
|
|
173.91 |
|
|
57.4 |
|
|
99.84 |
|
|
146.61 |
|
|
169.71 |
|
|
72.1 |
|
|
122.41 |
|
|
184.62 |
|
|
(18.4 |
) |
|
(20.6 |
) |
Other |
|
9 |
|
|
2,936 |
|
|
266.94 |
|
|
60.0 |
|
|
160.20 |
|
|
229.80 |
|
|
191.01 |
|
|
75.2 |
|
|
143.57 |
|
|
212.39 |
|
|
11.6 |
|
|
8.2 |
|
Domestic |
|
73 |
|
|
40,839 |
|
|
305.26 |
|
|
64.8 |
|
|
197.94 |
|
|
323.87 |
|
|
266.87 |
|
|
79.4 |
|
|
211.99 |
|
|
348.75 |
|
|
(6.6 |
) |
|
(7.1 |
) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
International |
|
5 |
|
|
1,499 |
|
|
133.14 |
|
|
49.3 |
|
|
65.66 |
|
|
99.56 |
|
|
151.58 |
|
|
68.7 |
|
|
104.09 |
|
|
155.00 |
|
|
(36.9 |
) |
|
(35.8 |
) |
All Locations |
|
78 |
|
|
42,338 |
|
|
300.59 |
|
|
64.3 |
|
|
193.26 |
|
|
315.94 |
|
|
263.29 |
|
|
79.1 |
|
|
208.13 |
|
|
341.83 |
|
|
(7.1 |
) |
|
(7.6 |
) |
___________
(1) To facilitate a
quarter-to-quarter comparison of our operations, we typically
present certain operating statistics and operating results for the
periods included in this presentation on a comparable hotel basis.
However, due to the COVID-19 pandemic and its effects on operations
there is little comparability between periods. For this reason, we
temporarily are suspending our comparable hotel presentation and
instead present hotel operating results for all consolidated hotels
and, to facilitate comparisons between periods, we are presenting
in these tables statistics which include the following adjustments:
(1) operating results are presented for all consolidated properties
owned as of June 30, 2022 but do not include the results of
operations for properties sold or held-for-sale as of the reporting
date; and (2) operating results for acquisitions as of June 30,
2022 are reflected for full calendar years, to include results for
periods prior to our ownership. For these hotels, since the
year-over-year comparison includes periods prior to our ownership,
the changes will not necessarily correspond to changes in our
actual results. See the Notes to Financial Information – All Owned
Hotel Operating Statistics and Results for further information on
these statistics. See the tables that follow for the Company’s
actual operating statistics without these adjustments. The AC Hotel
Scottsdale North is a new development hotel that opened in January
2021 and The Laura Hotel in Houston re-opened under new management
in November 2021. Therefore, no adjustments were made for results
of these hotels for periods prior to their openings. CBD of a
location refers to the central business district.
(2) Hotel RevPAR is calculated as room
revenues divided by the available room nights. Hotel Total RevPAR
is calculated by dividing the sum of rooms, food and beverage and
other revenues by the available room nights.
N/M = Not meaningful
HOST HOTELS & RESORTS,
INC.
Hotel Operating Data for Consolidated Hotels
(cont.)
Results by Location Compared to 2021 -
actual, based on ownership
period(1)
|
As of June 30, |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
2022 |
|
2021 |
|
Quarter ended June 30, 2022 |
|
Quarter ended June 30, 2021 |
|
|
|
|
|
Location |
No. of
Properties |
|
No. of
Properties |
|
Average
Room Rate |
|
Average
Occupancy
Percentage |
|
RevPAR |
|
Total
RevPAR |
|
Average
Room Rate |
|
Average
Occupancy
Percentage |
|
RevPAR |
|
Total
RevPAR |
|
Percent
Change in
RevPAR |
|
Percent
Change in
Total RevPAR |
|
Miami |
|
2 |
|
|
3 |
|
$ |
596.12 |
|
|
68.2 |
% |
$ |
406.35 |
|
$ |
676.00 |
|
$ |
496.88 |
|
|
61.3 |
% |
$ |
304.64 |
|
$ |
469.79 |
|
|
33.4 |
% |
|
43.9 |
% |
Maui/Oahu |
|
4 |
|
|
4 |
|
|
567.20 |
|
|
78.0 |
|
|
442.56 |
|
|
690.02 |
|
|
457.70 |
|
|
78.5 |
|
|
359.35 |
|
|
543.98 |
|
|
23.2 |
|
|
26.8 |
|
Jacksonville |
|
1 |
|
|
1 |
|
|
572.46 |
|
|
81.1 |
|
|
463.99 |
|
|
974.04 |
|
|
559.42 |
|
|
68.9 |
|
|
385.55 |
|
|
730.42 |
|
|
20.3 |
|
|
33.4 |
|
Florida Gulf Coast |
|
5 |
|
|
5 |
|
|
411.67 |
|
|
70.2 |
|
|
288.94 |
|
|
596.48 |
|
|
404.15 |
|
|
66.5 |
|
|
268.58 |
|
|
506.14 |
|
|
7.6 |
|
|
17.8 |
|
Phoenix |
|
4 |
|
|
4 |
|
|
367.35 |
|
|
75.5 |
|
|
277.29 |
|
|
612.01 |
|
|
311.33 |
|
|
61.6 |
|
|
191.85 |
|
|
382.50 |
|
|
44.5 |
|
|
60.0 |
|
Orlando |
|
2 |
|
|
2 |
|
|
402.61 |
|
|
73.8 |
|
|
297.06 |
|
|
580.59 |
|
|
354.97 |
|
|
26.3 |
|
|
93.22 |
|
|
171.52 |
|
|
218.7 |
|
|
238.5 |
|
Los Angeles/ Orange
County |
|
3 |
|
|
5 |
|
|
278.61 |
|
|
87.4 |
|
|
243.48 |
|
|
354.78 |
|
|
171.25 |
|
|
63.5 |
|
|
108.66 |
|
|
147.12 |
|
|
124.1 |
|
|
141.2 |
|
Austin |
|
2 |
|
|
1 |
|
|
272.13 |
|
|
80.7 |
|
|
219.57 |
|
|
383.03 |
|
|
182.04 |
|
|
58.2 |
|
|
105.99 |
|
|
149.09 |
|
|
107.2 |
|
|
156.9 |
|
San Diego |
|
3 |
|
|
3 |
|
|
271.84 |
|
|
81.0 |
|
|
220.07 |
|
|
391.37 |
|
|
194.88 |
|
|
46.0 |
|
|
89.63 |
|
|
134.93 |
|
|
145.5 |
|
|
190.1 |
|
New York |
|
2 |
|
|
3 |
|
|
313.84 |
|
|
78.3 |
|
|
245.88 |
|
|
361.64 |
|
|
172.42 |
|
|
32.6 |
|
|
56.16 |
|
|
63.98 |
|
|
337.8 |
|
|
465.3 |
|
Philadelphia |
|
2 |
|
|
2 |
|
|
229.82 |
|
|
86.6 |
|
|
199.08 |
|
|
303.95 |
|
|
160.86 |
|
|
59.6 |
|
|
95.82 |
|
|
147.30 |
|
|
107.8 |
|
|
106.4 |
|
Washington, D.C. (CBD) |
|
5 |
|
|
5 |
|
|
286.32 |
|
|
77.0 |
|
|
220.58 |
|
|
312.13 |
|
|
152.55 |
|
|
40.4 |
|
|
61.69 |
|
|
68.15 |
|
|
257.6 |
|
|
358.0 |
|
New Orleans |
|
1 |
|
|
1 |
|
|
219.22 |
|
|
76.4 |
|
|
167.55 |
|
|
237.37 |
|
|
125.59 |
|
|
44.8 |
|
|
56.27 |
|
|
77.37 |
|
|
197.8 |
|
|
206.8 |
|
Northern Virginia |
|
2 |
|
|
3 |
|
|
228.38 |
|
|
75.8 |
|
|
173.05 |
|
|
266.99 |
|
|
157.97 |
|
|
42.4 |
|
|
67.01 |
|
|
101.80 |
|
|
158.2 |
|
|
162.3 |
|
San Antonio |
|
2 |
|
|
2 |
|
|
202.69 |
|
|
70.3 |
|
|
142.44 |
|
|
213.86 |
|
|
154.53 |
|
|
39.2 |
|
|
60.58 |
|
|
87.18 |
|
|
135.1 |
|
|
145.3 |
|
San Francisco/ San Jose |
|
6 |
|
|
7 |
|
|
237.03 |
|
|
72.7 |
|
|
172.26 |
|
|
236.43 |
|
|
145.03 |
|
|
30.8 |
|
|
44.69 |
|
|
59.49 |
|
|
285.4 |
|
|
297.5 |
|
Atlanta |
|
2 |
|
|
4 |
|
|
186.06 |
|
|
77.5 |
|
|
144.28 |
|
|
236.30 |
|
|
172.58 |
|
|
49.5 |
|
|
85.50 |
|
|
115.83 |
|
|
68.8 |
|
|
104.0 |
|
Boston |
|
2 |
|
|
3 |
|
|
277.40 |
|
|
60.7 |
|
|
168.38 |
|
|
223.59 |
|
|
145.54 |
|
|
20.4 |
|
|
29.70 |
|
|
38.73 |
|
|
467.0 |
|
|
477.2 |
|
Chicago |
|
4 |
|
|
4 |
|
|
240.04 |
|
|
71.8 |
|
|
172.32 |
|
|
237.59 |
|
|
149.79 |
|
|
33.2 |
|
|
49.78 |
|
|
59.22 |
|
|
246.2 |
|
|
301.2 |
|
Houston |
|
5 |
|
|
4 |
|
|
184.11 |
|
|
67.1 |
|
|
123.53 |
|
|
175.70 |
|
|
141.99 |
|
|
61.3 |
|
|
87.08 |
|
|
117.76 |
|
|
41.9 |
|
|
49.2 |
|
Seattle |
|
2 |
|
|
2 |
|
|
228.80 |
|
|
74.6 |
|
|
170.62 |
|
|
218.92 |
|
|
166.90 |
|
|
22.2 |
|
|
37.13 |
|
|
45.54 |
|
|
359.6 |
|
|
380.7 |
|
Denver |
|
3 |
|
|
3 |
|
|
188.02 |
|
|
69.4 |
|
|
130.52 |
|
|
189.86 |
|
|
133.42 |
|
|
43.3 |
|
|
57.76 |
|
|
74.07 |
|
|
126.0 |
|
|
156.3 |
|
Other |
|
9 |
|
|
6 |
|
|
262.88 |
|
|
69.1 |
|
|
181.67 |
|
|
265.61 |
|
|
145.72 |
|
|
40.7 |
|
|
59.29 |
|
|
78.10 |
|
|
206.4 |
|
|
240.1 |
|
Domestic |
|
73 |
|
|
77 |
|
|
300.15 |
|
|
74.3 |
|
|
223.13 |
|
|
362.11 |
|
|
231.73 |
|
|
43.8 |
|
|
101.54 |
|
|
155.37 |
|
|
119.8 |
|
|
133.1 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
International |
|
5 |
|
|
5 |
|
|
155.80 |
|
|
59.0 |
|
|
91.91 |
|
|
140.79 |
|
|
66.34 |
|
|
19.2 |
|
|
12.75 |
|
|
19.99 |
|
|
620.8 |
|
|
604.4 |
|
All Locations |
|
78 |
|
|
82 |
|
|
296.11 |
|
|
73.8 |
|
|
218.53 |
|
|
354.36 |
|
|
229.38 |
|
|
43.0 |
|
|
98.71 |
|
|
151.06 |
|
|
121.4 |
|
|
134.6 |
|
Results by Location Compared to 2019 - actual, based on
ownership period(1)
|
As of June 30, |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
2022 |
|
2019 |
|
Quarter ended June 30, 2022 |
|
Quarter ended June 30, 2019 |
|
|
|
|
|
Location |
No. of
Properties |
|
No. of
Properties |
|
Average
Room Rate |
|
Average
Occupancy
Percentage |
|
RevPAR |
|
Total
RevPAR |
|
Average
Room Rate |
|
Average
Occupancy
Percentage |
|
RevPAR |
|
Total
RevPAR |
|
Percent
Change in
RevPAR |
|
Percent
Change in
Total RevPAR |
|
Miami |
|
2 |
|
|
3 |
|
$ |
596.12 |
|
|
68.2 |
% |
$ |
406.35 |
|
$ |
676.00 |
|
$ |
299.54 |
|
|
80.6 |
% |
$ |
241.56 |
|
$ |
390.25 |
|
|
68.2 |
% |
|
73.2 |
% |
Maui/Oahu |
|
4 |
|
|
4 |
|
|
567.20 |
|
|
78.0 |
|
|
442.56 |
|
|
690.02 |
|
|
384.31 |
|
|
92.3 |
|
|
354.62 |
|
|
563.56 |
|
|
24.8 |
|
|
22.4 |
|
Jacksonville |
|
1 |
|
|
1 |
|
|
572.46 |
|
|
81.1 |
|
|
463.99 |
|
|
974.04 |
|
|
414.11 |
|
|
84.1 |
|
|
348.40 |
|
|
753.61 |
|
|
33.2 |
|
|
29.2 |
|
Florida Gulf Coast |
|
5 |
|
|
5 |
|
|
411.67 |
|
|
70.2 |
|
|
288.94 |
|
|
596.48 |
|
|
313.53 |
|
|
73.9 |
|
|
231.56 |
|
|
496.76 |
|
|
24.8 |
|
|
20.1 |
|
Phoenix |
|
4 |
|
|
5 |
|
|
367.35 |
|
|
75.5 |
|
|
277.29 |
|
|
612.01 |
|
|
249.43 |
|
|
76.0 |
|
|
189.69 |
|
|
415.48 |
|
|
46.2 |
|
|
47.3 |
|
Orlando |
|
2 |
|
|
1 |
|
|
402.61 |
|
|
73.8 |
|
|
297.06 |
|
|
580.59 |
|
|
177.39 |
|
|
70.7 |
|
|
125.33 |
|
|
295.11 |
|
|
137.0 |
|
|
96.7 |
|
Los Angeles/ Orange
County |
|
3 |
|
|
7 |
|
|
278.61 |
|
|
87.4 |
|
|
243.48 |
|
|
354.78 |
|
|
208.87 |
|
|
84.8 |
|
|
177.09 |
|
|
266.80 |
|
|
37.5 |
|
|
33.0 |
|
Austin |
|
2 |
|
|
— |
|
|
272.13 |
|
|
80.7 |
|
|
219.57 |
|
|
383.03 |
|
|
— |
|
|
— |
|
|
— |
|
|
— |
|
|
— |
|
|
— |
|
San Diego |
|
3 |
|
|
4 |
|
|
271.84 |
|
|
81.0 |
|
|
220.07 |
|
|
391.37 |
|
|
239.00 |
|
|
82.2 |
|
|
196.35 |
|
|
358.12 |
|
|
12.1 |
|
|
9.3 |
|
New York |
|
2 |
|
|
3 |
|
|
313.84 |
|
|
78.3 |
|
|
245.88 |
|
|
361.64 |
|
|
292.59 |
|
|
84.9 |
|
|
248.42 |
|
|
378.93 |
|
|
(1.0 |
) |
|
(4.6 |
) |
Philadelphia |
|
2 |
|
|
2 |
|
|
229.82 |
|
|
86.6 |
|
|
199.08 |
|
|
303.95 |
|
|
247.35 |
|
|
89.7 |
|
|
221.94 |
|
|
366.74 |
|
|
(10.3 |
) |
|
(17.1 |
) |
Washington, D.C. (CBD) |
|
5 |
|
|
5 |
|
|
286.32 |
|
|
77.0 |
|
|
220.58 |
|
|
312.13 |
|
|
278.76 |
|
|
91.5 |
|
|
255.04 |
|
|
367.23 |
|
|
(13.5 |
) |
|
(15.0 |
) |
New Orleans |
|
1 |
|
|
1 |
|
|
219.22 |
|
|
76.4 |
|
|
167.55 |
|
|
237.37 |
|
|
196.98 |
|
|
81.0 |
|
|
159.65 |
|
|
233.90 |
|
|
5.0 |
|
|
1.5 |
|
Northern Virginia |
|
2 |
|
|
4 |
|
|
228.38 |
|
|
75.8 |
|
|
173.05 |
|
|
266.99 |
|
|
204.14 |
|
|
81.8 |
|
|
166.91 |
|
|
253.29 |
|
|
3.7 |
|
|
5.4 |
|
San Antonio |
|
2 |
|
|
2 |
|
|
202.69 |
|
|
70.3 |
|
|
142.44 |
|
|
213.86 |
|
|
186.37 |
|
|
75.1 |
|
|
139.94 |
|
|
200.21 |
|
|
1.8 |
|
|
6.8 |
|
San Francisco/ San Jose |
|
6 |
|
|
7 |
|
|
237.03 |
|
|
72.7 |
|
|
172.26 |
|
|
236.43 |
|
|
267.87 |
|
|
82.7 |
|
|
221.55 |
|
|
313.95 |
|
|
(22.3 |
) |
|
(24.7 |
) |
Atlanta |
|
2 |
|
|
5 |
|
|
186.06 |
|
|
77.5 |
|
|
144.28 |
|
|
236.30 |
|
|
187.76 |
|
|
76.8 |
|
|
144.13 |
|
|
224.53 |
|
|
0.1 |
|
|
5.2 |
|
Boston |
|
2 |
|
|
4 |
|
|
277.40 |
|
|
60.7 |
|
|
168.38 |
|
|
223.59 |
|
|
269.77 |
|
|
87.9 |
|
|
237.25 |
|
|
323.53 |
|
|
(29.0 |
) |
|
(30.9 |
) |
Chicago |
|
4 |
|
|
6 |
|
|
240.04 |
|
|
71.8 |
|
|
172.32 |
|
|
237.59 |
|
|
224.69 |
|
|
83.8 |
|
|
188.34 |
|
|
257.40 |
|
|
(8.5 |
) |
|
(7.7 |
) |
Houston |
|
5 |
|
|
4 |
|
|
184.11 |
|
|
67.1 |
|
|
123.53 |
|
|
175.70 |
|
|
181.69 |
|
|
74.6 |
|
|
135.49 |
|
|
193.31 |
|
|
(8.8 |
) |
|
(9.1 |
) |
Seattle |
|
2 |
|
|
2 |
|
|
228.80 |
|
|
74.6 |
|
|
170.62 |
|
|
218.92 |
|
|
234.35 |
|
|
85.1 |
|
|
199.47 |
|
|
271.52 |
|
|
(14.5 |
) |
|
(19.4 |
) |
Denver |
|
3 |
|
|
3 |
|
|
188.02 |
|
|
69.4 |
|
|
130.52 |
|
|
189.86 |
|
|
176.07 |
|
|
79.4 |
|
|
139.88 |
|
|
210.69 |
|
|
(6.7 |
) |
|
(9.9 |
) |
Other |
|
9 |
|
|
7 |
|
|
262.88 |
|
|
69.1 |
|
|
181.67 |
|
|
265.61 |
|
|
174.42 |
|
|
80.8 |
|
|
140.93 |
|
|
200.82 |
|
|
28.9 |
|
|
32.3 |
|
Domestic |
|
73 |
|
|
85 |
|
|
300.15 |
|
|
74.3 |
|
|
223.13 |
|
|
362.11 |
|
|
246.13 |
|
|
82.3 |
|
|
202.61 |
|
|
322.61 |
|
|
10.1 |
|
|
12.2 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
International |
|
5 |
|
|
5 |
|
|
155.80 |
|
|
59.0 |
|
|
91.91 |
|
|
140.79 |
|
|
158.97 |
|
|
69.7 |
|
|
110.79 |
|
|
169.04 |
|
|
(17.0 |
) |
|
(16.7 |
) |
All Locations |
|
78 |
|
|
90 |
|
|
296.11 |
|
|
73.8 |
|
|
218.53 |
|
|
354.36 |
|
|
243.96 |
|
|
82.0 |
|
|
199.93 |
|
|
318.12 |
|
|
9.3 |
|
|
11.4 |
|
Results by Location Compared to 2021 - actual, based on
ownership period(1)
|
As of June 30, |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
2022 |
|
2021 |
|
Year-to-date ended June 30, 2022 |
|
Year-to-date ended June 30, 2021 |
|
|
|
|
|
Location |
No. of
Properties |
|
No. of
Properties |
|
Average
Room Rate |
|
Average
Occupancy
Percentage |
|
RevPAR |
|
Total
RevPAR |
|
Average
Room Rate |
|
Average
Occupancy
Percentage |
|
RevPAR |
|
Total
RevPAR |
|
Percent
Change in
RevPAR |
|
Percent
Change in
Total RevPAR |
|
Miami |
|
2 |
|
|
3 |
|
$ |
609.44 |
|
|
70.9 |
% |
$ |
432.20 |
|
$ |
690.16 |
|
$ |
525.00 |
|
|
58.5 |
% |
$ |
306.95 |
|
$ |
470.12 |
|
|
40.8 |
% |
|
46.8 |
% |
Maui/Oahu |
|
4 |
|
|
4 |
|
|
556.16 |
|
|
77.2 |
|
|
429.37 |
|
|
665.43 |
|
|
440.07 |
|
|
59.4 |
|
|
261.61 |
|
|
394.93 |
|
|
64.1 |
|
|
68.5 |
|
Jacksonville |
|
1 |
|
|
1 |
|
|
555.35 |
|
|
70.8 |
|
|
393.31 |
|
|
846.75 |
|
|
534.27 |
|
|
52.3 |
|
|
279.35 |
|
|
539.18 |
|
|
40.8 |
|
|
57.0 |
|
Florida Gulf Coast |
|
5 |
|
|
5 |
|
|
485.09 |
|
|
72.1 |
|
|
349.66 |
|
|
687.58 |
|
|
455.98 |
|
|
59.7 |
|
|
272.11 |
|
|
497.88 |
|
|
28.5 |
|
|
38.1 |
|
Phoenix |
|
4 |
|
|
4 |
|
|
412.40 |
|
|
74.7 |
|
|
307.94 |
|
|
643.07 |
|
|
330.65 |
|
|
55.8 |
|
|
184.62 |
|
|
359.23 |
|
|
66.8 |
|
|
79.0 |
|
Orlando |
|
2 |
|
|
2 |
|
|
427.24 |
|
|
66.0 |
|
|
281.89 |
|
|
534.73 |
|
|
293.63 |
|
|
20.2 |
|
|
59.36 |
|
|
116.46 |
|
|
374.9 |
|
|
359.1 |
|
Los Angeles/ Orange
County |
|
3 |
|
|
5 |
|
|
282.52 |
|
|
76.2 |
|
|
215.25 |
|
|
310.70 |
|
|
167.63 |
|
|
44.0 |
|
|
73.73 |
|
|
98.96 |
|
|
191.9 |
|
|
214.0 |
|
Austin |
|
2 |
|
|
1 |
|
|
274.92 |
|
|
71.3 |
|
|
196.03 |
|
|
334.68 |
|
|
181.24 |
|
|
59.9 |
|
|
108.65 |
|
|
151.16 |
|
|
80.4 |
|
|
121.4 |
|
San Diego |
|
3 |
|
|
3 |
|
|
265.79 |
|
|
71.3 |
|
|
189.62 |
|
|
343.77 |
|
|
184.52 |
|
|
31.6 |
|
|
58.33 |
|
|
91.91 |
|
|
225.1 |
|
|
274.0 |
|
New York |
|
2 |
|
|
3 |
|
|
276.49 |
|
|
56.1 |
|
|
155.17 |
|
|
222.91 |
|
|
162.82 |
|
|
24.3 |
|
|
39.56 |
|
|
46.67 |
|
|
292.2 |
|
|
377.7 |
|
Philadelphia |
|
2 |
|
|
2 |
|
|
206.81 |
|
|
76.7 |
|
|
158.68 |
|
|
244.18 |
|
|
151.04 |
|
|
48.3 |
|
|
72.98 |
|
|
108.91 |
|
|
117.4 |
|
|
124.2 |
|
Washington, D.C. (CBD) |
|
5 |
|
|
5 |
|
|
269.82 |
|
|
57.9 |
|
|
156.21 |
|
|
222.15 |
|
|
152.25 |
|
|
44.9 |
|
|
68.30 |
|
|
73.29 |
|
|
128.7 |
|
|
203.1 |
|
New Orleans |
|
1 |
|
|
1 |
|
|
212.83 |
|
|
66.2 |
|
|
140.90 |
|
|
202.78 |
|
|
121.54 |
|
|
29.1 |
|
|
35.40 |
|
|
52.52 |
|
|
298.0 |
|
|
286.1 |
|
Northern Virginia |
|
2 |
|
|
3 |
|
|
216.27 |
|
|
64.4 |
|
|
139.18 |
|
|
208.25 |
|
|
154.95 |
|
|
36.0 |
|
|
55.79 |
|
|
82.65 |
|
|
149.5 |
|
|
152.0 |
|
San Antonio |
|
2 |
|
|
2 |
|
|
195.73 |
|
|
68.8 |
|
|
134.67 |
|
|
205.78 |
|
|
142.95 |
|
|
33.2 |
|
|
47.42 |
|
|
67.74 |
|
|
184.0 |
|
|
203.8 |
|
San
Francisco/ San Jose |
|
6 |
|
|
7 |
|
|
221.94 |
|
|
58.9 |
|
|
130.72 |
|
|
187.71 |
|
|
142.47 |
|
|
22.1 |
|
|
31.47 |
|
|
41.73 |
|
|
315.4 |
|
|
349.8 |
|
Atlanta |
|
2 |
|
|
4 |
|
|
180.13 |
|
|
72.0 |
|
|
129.60 |
|
|
207.01 |
|
|
165.27 |
|
|
43.6 |
|
|
72.11 |
|
|
95.56 |
|
|
79.7 |
|
|
116.6 |
|
Boston |
|
2 |
|
|
3 |
|
|
228.61 |
|
|
51.8 |
|
|
118.39 |
|
|
155.01 |
|
|
137.77 |
|
|
14.2 |
|
|
19.61 |
|
|
25.51 |
|
|
503.9 |
|
|
507.6 |
|
Chicago |
|
4 |
|
|
4 |
|
|
210.41 |
|
|
56.0 |
|
|
117.93 |
|
|
161.24 |
|
|
138.56 |
|
|
24.7 |
|
|
34.28 |
|
|
41.10 |
|
|
244.0 |
|
|
292.4 |
|
Houston |
|
5 |
|
|
4 |
|
|
182.12 |
|
|
64.0 |
|
|
116.60 |
|
|
162.56 |
|
|
134.73 |
|
|
56.1 |
|
|
75.63 |
|
|
102.44 |
|
|
54.2 |
|
|
58.7 |
|
Seattle |
|
2 |
|
|
2 |
|
|
211.55 |
|
|
55.1 |
|
|
116.53 |
|
|
153.56 |
|
|
162.69 |
|
|
14.8 |
|
|
24.06 |
|
|
30.12 |
|
|
384.4 |
|
|
409.9 |
|
Denver |
|
3 |
|
|
3 |
|
|
173.91 |
|
|
57.4 |
|
|
99.84 |
|
|
146.61 |
|
|
127.52 |
|
|
30.3 |
|
|
38.66 |
|
|
49.03 |
|
|
158.3 |
|
|
199.1 |
|
Other |
|
9 |
|
|
6 |
|
|
266.94 |
|
|
60.0 |
|
|
160.20 |
|
|
229.80 |
|
|
141.77 |
|
|
34.0 |
|
|
48.19 |
|
|
63.11 |
|
|
232.5 |
|
|
264.1 |
|
Domestic |
|
73 |
|
|
77 |
|
|
302.36 |
|
|
64.3 |
|
|
194.28 |
|
|
316.79 |
|
|
232.76 |
|
|
35.5 |
|
|
82.63 |
|
|
126.99 |
|
|
135.1 |
|
|
149.5 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
International |
|
5 |
|
|
5 |
|
|
133.14 |
|
|
49.3 |
|
|
65.66 |
|
|
99.56 |
|
|
75.57 |
|
|
16.1 |
|
|
12.19 |
|
|
17.74 |
|
|
438.6 |
|
|
461.2 |
|
All Locations |
|
78 |
|
|
82 |
|
|
297.88 |
|
|
63.7 |
|
|
189.88 |
|
|
309.35 |
|
|
230.43 |
|
|
34.9 |
|
|
80.37 |
|
|
123.48 |
|
|
136.2 |
|
|
150.5 |
|
Results by Location Compared to 2019 - actual, based on
ownership period(1)
|
As of June 30, |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
2022 |
|
2019 |
|
Year-to-date ended June 30, 2022 |
|
Year-to-date ended June 30, 2019 |
|
|
|
|
|
Location |
No. of
Properties |
|
No. of
Properties |
|
Average
Room Rate |
|
Average
Occupancy
Percentage |
|
RevPAR |
|
Total RevPAR |
|
Average
Room Rate |
|
Average
Occupancy
Percentage |
|
RevPAR |
|
Total RevPAR |
|
Percent
Change in
RevPAR |
|
Percent
Change in
Total RevPAR |
|
Miami |
|
2 |
|
|
3 |
|
$ |
609.44 |
|
|
70.9 |
% |
$ |
432.20 |
|
$ |
690.16 |
|
$ |
322.71 |
|
|
83.1 |
% |
$ |
268.20 |
|
$ |
407.70 |
|
|
61.2 |
% |
|
69.3 |
% |
Maui/Oahu |
|
4 |
|
|
4 |
|
|
556.16 |
|
|
77.2 |
|
|
429.37 |
|
|
665.43 |
|
|
410.35 |
|
|
90.6 |
|
|
371.89 |
|
|
573.91 |
|
|
15.5 |
|
|
15.9 |
|
Jacksonville |
|
1 |
|
|
1 |
|
|
555.35 |
|
|
70.8 |
|
|
393.31 |
|
|
846.75 |
|
|
391.86 |
|
|
81.4 |
|
|
318.88 |
|
|
722.04 |
|
|
23.3 |
|
|
17.3 |
|
Florida Gulf Coast |
|
5 |
|
|
5 |
|
|
485.09 |
|
|
72.1 |
|
|
349.66 |
|
|
687.58 |
|
|
379.76 |
|
|
78.4 |
|
|
297.90 |
|
|
612.66 |
|
|
17.4 |
|
|
12.2 |
|
Phoenix |
|
4 |
|
|
5 |
|
|
412.40 |
|
|
74.7 |
|
|
307.94 |
|
|
643.07 |
|
|
296.68 |
|
|
80.1 |
|
|
237.53 |
|
|
486.65 |
|
|
29.6 |
|
|
32.1 |
|
Orlando |
|
2 |
|
|
1 |
|
|
427.24 |
|
|
66.0 |
|
|
281.89 |
|
|
534.73 |
|
|
193.57 |
|
|
74.8 |
|
|
144.76 |
|
|
339.92 |
|
|
94.7 |
|
|
57.3 |
|
Los Angeles/ Orange
County |
|
3 |
|
|
7 |
|
|
282.52 |
|
|
76.2 |
|
|
215.25 |
|
|
310.70 |
|
|
209.76 |
|
|
83.7 |
|
|
175.65 |
|
|
265.93 |
|
|
22.5 |
|
|
16.8 |
|
Austin |
|
2 |
|
|
— |
|
|
274.92 |
|
|
71.3 |
|
|
196.03 |
|
|
334.68 |
|
|
— |
|
|
— |
|
|
— |
|
|
— |
|
|
— |
|
|
— |
|
San Diego |
|
3 |
|
|
4 |
|
|
265.79 |
|
|
71.3 |
|
|
189.62 |
|
|
343.77 |
|
|
237.09 |
|
|
79.8 |
|
|
189.18 |
|
|
344.22 |
|
|
0.2 |
|
|
(0.1 |
) |
New York |
|
2 |
|
|
3 |
|
|
276.49 |
|
|
56.1 |
|
|
155.17 |
|
|
222.91 |
|
|
266.36 |
|
|
78.3 |
|
|
208.64 |
|
|
321.80 |
|
|
(25.6 |
) |
|
(30.7 |
) |
Philadelphia |
|
2 |
|
|
2 |
|
|
206.81 |
|
|
76.7 |
|
|
158.68 |
|
|
244.18 |
|
|
220.90 |
|
|
83.9 |
|
|
185.41 |
|
|
304.83 |
|
|
(14.4 |
) |
|
(19.9 |
) |
Washington, D.C. (CBD) |
|
5 |
|
|
5 |
|
|
269.82 |
|
|
57.9 |
|
|
156.21 |
|
|
222.15 |
|
|
265.11 |
|
|
82.5 |
|
|
218.62 |
|
|
312.73 |
|
|
(28.5 |
) |
|
(29.0 |
) |
New Orleans |
|
1 |
|
|
1 |
|
|
212.83 |
|
|
66.2 |
|
|
140.90 |
|
|
202.78 |
|
|
203.37 |
|
|
81.3 |
|
|
165.38 |
|
|
241.84 |
|
|
(14.8 |
) |
|
(16.2 |
) |
Northern Virginia |
|
2 |
|
|
4 |
|
|
216.27 |
|
|
64.4 |
|
|
139.18 |
|
|
208.25 |
|
|
197.37 |
|
|
75.6 |
|
|
149.16 |
|
|
228.98 |
|
|
(6.7 |
) |
|
(9.1 |
) |
San Antonio |
|
2 |
|
|
2 |
|
|
195.73 |
|
|
68.8 |
|
|
134.67 |
|
|
205.78 |
|
|
191.24 |
|
|
76.2 |
|
|
145.81 |
|
|
215.02 |
|
|
(7.6 |
) |
|
(4.3 |
) |
San
Francisco/ San Jose |
|
6 |
|
|
7 |
|
|
221.94 |
|
|
58.9 |
|
|
130.72 |
|
|
187.71 |
|
|
286.10 |
|
|
80.0 |
|
|
228.99 |
|
|
322.35 |
|
|
(42.9 |
) |
|
(41.8 |
) |
Atlanta |
|
2 |
|
|
5 |
|
|
180.13 |
|
|
72.0 |
|
|
129.60 |
|
|
207.01 |
|
|
206.28 |
|
|
77.3 |
|
|
159.48 |
|
|
244.63 |
|
|
(18.7 |
) |
|
(15.4 |
) |
Boston |
|
2 |
|
|
4 |
|
|
228.61 |
|
|
51.8 |
|
|
118.39 |
|
|
155.01 |
|
|
233.09 |
|
|
78.2 |
|
|
182.20 |
|
|
256.05 |
|
|
(35.0 |
) |
|
(39.5 |
) |
Chicago |
|
4 |
|
|
6 |
|
|
210.41 |
|
|
56.0 |
|
|
117.93 |
|
|
161.24 |
|
|
189.47 |
|
|
73.2 |
|
|
138.60 |
|
|
191.07 |
|
|
(14.9 |
) |
|
(15.6 |
) |
Houston |
|
5 |
|
|
4 |
|
|
182.12 |
|
|
64.0 |
|
|
116.60 |
|
|
162.56 |
|
|
182.15 |
|
|
75.2 |
|
|
136.92 |
|
|
197.16 |
|
|
(14.8 |
) |
|
(17.5 |
) |
Seattle |
|
2 |
|
|
2 |
|
|
211.55 |
|
|
55.1 |
|
|
116.53 |
|
|
153.56 |
|
|
215.31 |
|
|
81.3 |
|
|
174.95 |
|
|
237.90 |
|
|
(33.4 |
) |
|
(35.5 |
) |
Denver |
|
3 |
|
|
3 |
|
|
173.91 |
|
|
57.4 |
|
|
99.84 |
|
|
146.61 |
|
|
169.71 |
|
|
72.1 |
|
|
122.41 |
|
|
184.62 |
|
|
(18.4 |
) |
|
(20.6 |
) |
Other |
|
9 |
|
|
7 |
|
|
266.94 |
|
|
60.0 |
|
|
160.20 |
|
|
229.80 |
|
|
174.23 |
|
|
75.2 |
|
|
131.09 |
|
|
198.06 |
|
|
22.2 |
|
|
16.0 |
|
Domestic |
|
73 |
|
|
85 |
|
|
302.36 |
|
|
64.3 |
|
|
194.28 |
|
|
316.79 |
|
|
246.29 |
|
|
79.1 |
|
|
194.79 |
|
|
312.95 |
|
|
(0.3 |
) |
|
1.2 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
International |
|
5 |
|
|
5 |
|
|
133.14 |
|
|
49.3 |
|
|
65.66 |
|
|
99.56 |
|
|
151.58 |
|
|
68.7 |
|
|
104.09 |
|
|
155.00 |
|
|
(36.9 |
) |
|
(35.8 |
) |
All Locations |
|
78 |
|
|
90 |
|
|
297.88 |
|
|
63.7 |
|
|
189.88 |
|
|
309.35 |
|
|
243.88 |
|
|
78.8 |
|
|
192.15 |
|
|
308.34 |
|
|
(1.2 |
) |
|
0.3 |
|
(1) Represents the results of the portfolio for the time
period of our ownership, including dispositions through their date
of disposal and acquisitions beginning as of the date of
acquisition.
HOST HOTELS & RESORTS, INC.
Schedule of All Owned Hotel Results
(1)
(unaudited, in millions, except hotel statistics)
|
|
Quarter ended June 30, |
|
|
Year-to-date ended June 30, |
|
|
|
2022 |
|
|
2021 |
|
|
2019 |
|
|
2022 |
|
|
2021 |
|
|
2019 |
|
Number of hotels |
|
|
78 |
|
|
|
77 |
|
|
|
76 |
|
|
|
78 |
|
|
|
77 |
|
|
|
76 |
|
Number of rooms |
|
|
42,338 |
|
|
|
42,115 |
|
|
|
41,950 |
|
|
|
42,338 |
|
|
|
42,115 |
|
|
|
41,950 |
|
Change in All Owned Hotel
Total RevPAR |
|
|
107.8 |
% |
|
|
— |
|
|
|
— |
|
|
|
121.6 |
% |
|
|
— |
|
|
|
— |
|
Change in All Owned Hotel
RevPAR |
|
|
98.2 |
% |
|
|
— |
|
|
|
— |
|
|
|
111.0 |
% |
|
|
— |
|
|
|
— |
|
Operating profit (loss)
margin⁽²⁾ |
|
|
23.7 |
% |
|
|
(10.5 |
)% |
|
|
18.9 |
% |
|
|
18.3 |
% |
|
|
(22.3 |
)% |
|
|
17.3 |
% |
All Owned Hotel EBITDA
margin⁽²⁾ |
|
|
37.1 |
% |
|
|
23.0 |
% |
|
|
32.3 |
% |
|
|
34.6 |
% |
|
|
18.4 |
% |
|
|
31.9 |
% |
Food and beverage profit
margin⁽²⁾ |
|
|
39.5 |
% |
|
|
23.4 |
% |
|
|
35.4 |
% |
|
|
36.6 |
% |
|
|
22.0 |
% |
|
|
34.8 |
% |
All Owned Hotel food and
beverage
profit margin⁽²⁾ |
|
|
39.7 |
% |
|
|
24.6 |
% |
|
|
36.5 |
% |
|
|
37.3 |
% |
|
|
22.4 |
% |
|
|
36.3 |
% |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net income
(loss) |
|
$ |
260 |
|
|
$ |
(61 |
) |
|
$ |
290 |
|
|
$ |
378 |
|
|
$ |
(214 |
) |
|
$ |
479 |
|
Depreciation and amortization |
|
|
162 |
|
|
|
169 |
|
|
|
166 |
|
|
|
334 |
|
|
|
334 |
|
|
|
336 |
|
Interest expense |
|
|
37 |
|
|
|
43 |
|
|
|
43 |
|
|
|
73 |
|
|
|
85 |
|
|
|
86 |
|
Provision (benefit) for income
taxes |
|
|
39 |
|
|
|
(22 |
) |
|
|
16 |
|
|
|
23 |
|
|
|
(68 |
) |
|
|
18 |
|
Gain
on sale of property and
corporate level
income/expense |
|
|
10 |
|
|
|
(3 |
) |
|
|
(44 |
) |
|
|
17 |
|
|
|
12 |
|
|
|
(33 |
) |
Severance expense (reversal) at
hotel properties |
|
|
— |
|
|
|
(1 |
) |
|
|
— |
|
|
|
2 |
|
|
|
(3 |
) |
|
|
— |
|
All Owned Hotel
adjustments⁽¹⁾ |
|
|
2 |
|
|
|
26 |
|
|
|
(44 |
) |
|
|
12 |
|
|
|
54 |
|
|
|
(58 |
) |
All Owned Hotel
EBITDA⁽¹⁾ |
|
$ |
510 |
|
|
$ |
151 |
|
|
$ |
427 |
|
|
$ |
839 |
|
|
$ |
200 |
|
|
$ |
828 |
|
___________
(1) See the Notes to Financial Information
for a discussion of non-GAAP measures and the limitations on their
use. All Owned Hotel adjustments represent the following items: (i)
the elimination of results of operations of our hotels sold or
held-for-sale as of June 30, 2022, which operations are included in
our unaudited condensed consolidated statements of operations as
continuing operations and (ii) the addition of results for periods
prior to our ownership for hotels acquired as of June 30, 2022. All
Owned Hotel results also include the results of our leased office
buildings and other non-hotel revenue and expense items. The AC
Hotel Scottsdale North is a new development hotel that opened in
January 2021 and The Laura Hotel in Houston re-opened under new
management in November 2021. Therefore, no adjustments were made
for results of these hotels for periods prior to their
openings.
(2) Profit margins are calculated by dividing
the applicable operating profit by the related revenue amount. GAAP
profit margins are calculated using amounts presented in the
unaudited condensed consolidated statements of operations. All
Owned Hotel margins are calculated using amounts presented in the
following tables, which include reconciliations to the applicable
GAAP results:
|
Quarter ended June 30, 2022 |
|
|
Quarter ended June 30, 2021 |
|
|
|
|
|
Adjustments |
|
|
|
|
|
|
|
|
Adjustments |
|
|
|
|
|
GAAP Results |
|
|
All Owned Hotel adjustments |
|
|
Depreciation
and corporate level items |
|
|
All Owned Hotel Results |
|
|
GAAP Results |
|
|
Severance at hotel properties |
|
|
All Owned Hotel adjustments |
|
|
Depreciation
and corporate level items |
|
|
All Owned Hotel Results |
|
Revenues |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Room |
$ |
850 |
|
|
$ |
(5 |
) |
|
$ |
— |
|
|
$ |
845 |
|
|
$ |
423 |
|
|
$ |
— |
|
|
$ |
1 |
|
|
$ |
— |
|
|
$ |
424 |
|
Food and
beverage |
|
405 |
|
|
|
(2 |
) |
|
|
— |
|
|
|
403 |
|
|
|
137 |
|
|
|
— |
|
|
|
5 |
|
|
|
— |
|
|
|
142 |
|
Other |
|
126 |
|
|
|
(1 |
) |
|
|
— |
|
|
|
125 |
|
|
|
89 |
|
|
|
— |
|
|
|
2 |
|
|
|
— |
|
|
|
91 |
|
Total revenues |
|
1,381 |
|
|
|
(8 |
) |
|
|
— |
|
|
|
1,373 |
|
|
|
649 |
|
|
|
— |
|
|
|
8 |
|
|
|
— |
|
|
|
657 |
|
Expenses |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Room |
|
189 |
|
|
|
(3 |
) |
|
|
— |
|
|
|
186 |
|
|
|
109 |
|
|
|
— |
|
|
|
(7 |
) |
|
|
— |
|
|
|
102 |
|
Food and
beverage |
|
245 |
|
|
|
(2 |
) |
|
|
— |
|
|
|
243 |
|
|
|
105 |
|
|
|
— |
|
|
|
2 |
|
|
|
— |
|
|
|
107 |
|
Other |
|
440 |
|
|
|
(5 |
) |
|
|
— |
|
|
|
435 |
|
|
|
309 |
|
|
|
1 |
|
|
|
(13 |
) |
|
|
— |
|
|
|
297 |
|
Depreciation
and
amortization |
|
162 |
|
|
|
— |
|
|
|
(162 |
) |
|
|
— |
|
|
|
169 |
|
|
|
— |
|
|
|
— |
|
|
|
(169 |
) |
|
|
— |
|
Corporate and
other
expenses |
|
25 |
|
|
|
— |
|
|
|
(25 |
) |
|
|
— |
|
|
|
25 |
|
|
|
— |
|
|
|
— |
|
|
|
(25 |
) |
|
|
— |
|
Gain on
insurance and
business
interruption
settlements |
|
(7 |
) |
|
|
— |
|
|
|
6 |
|
|
|
(1 |
) |
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
Total expenses |
|
1,054 |
|
|
|
(10 |
) |
|
|
(181 |
) |
|
|
863 |
|
|
|
717 |
|
|
|
1 |
|
|
|
(18 |
) |
|
|
(194 |
) |
|
|
506 |
|
Operating
Profit
- All Owned
Hotel EBITDA |
$ |
327 |
|
|
$ |
2 |
|
|
$ |
181 |
|
|
$ |
510 |
|
|
$ |
(68 |
) |
|
$ |
(1 |
) |
|
$ |
26 |
|
|
$ |
194 |
|
|
$ |
151 |
|
|
|
Quarter ended June 30, 2022 |
|
|
Quarter ended June 30, 2019 |
|
|
|
|
|
|
Adjustments |
|
|
|
|
|
|
|
|
Adjustments |
|
|
|
|
|
|
GAAP Results |
|
|
All Owned Hotel adjustments |
|
|
Depreciation
and corporate level items |
|
|
All Owned Hotel Results |
|
|
GAAP Results |
|
|
All Owned Hotel adjustments |
|
|
Depreciation
and corporate level items |
|
|
All Owned Hotel Results |
|
Revenues |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Room |
|
$ |
850 |
|
|
$ |
(5 |
) |
|
$ |
— |
|
|
$ |
845 |
|
|
$ |
931 |
|
|
$ |
(124 |
) |
|
$ |
— |
|
|
$ |
807 |
|
Food and
beverage |
|
|
405 |
|
|
|
(2 |
) |
|
|
— |
|
|
|
403 |
|
|
|
449 |
|
|
|
(30 |
) |
|
|
— |
|
|
|
419 |
|
Other |
|
|
126 |
|
|
|
(1 |
) |
|
|
— |
|
|
|
125 |
|
|
|
103 |
|
|
|
(5 |
) |
|
|
— |
|
|
|
98 |
|
Total revenues |
|
|
1,381 |
|
|
|
(8 |
) |
|
|
— |
|
|
|
1,373 |
|
|
|
1,483 |
|
|
|
(159 |
) |
|
|
— |
|
|
|
1,324 |
|
Expenses |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Room |
|
|
189 |
|
|
|
(3 |
) |
|
|
— |
|
|
|
186 |
|
|
|
226 |
|
|
|
(37 |
) |
|
|
— |
|
|
|
189 |
|
Food and
beverage |
|
|
245 |
|
|
|
(2 |
) |
|
|
— |
|
|
|
243 |
|
|
|
290 |
|
|
|
(24 |
) |
|
|
— |
|
|
|
266 |
|
Other |
|
|
440 |
|
|
|
(5 |
) |
|
|
— |
|
|
|
435 |
|
|
|
496 |
|
|
|
(54 |
) |
|
|
— |
|
|
|
442 |
|
Depreciation
and
amortization |
|
|
162 |
|
|
|
— |
|
|
|
(162 |
) |
|
|
— |
|
|
|
166 |
|
|
|
— |
|
|
|
(166 |
) |
|
|
— |
|
Corporate and
other
expenses |
|
|
25 |
|
|
|
— |
|
|
|
(25 |
) |
|
|
— |
|
|
|
25 |
|
|
|
— |
|
|
|
(25 |
) |
|
|
— |
|
Gain on insurance
and business
interruption
settlements |
|
|
(7 |
) |
|
|
— |
|
|
|
6 |
|
|
|
(1 |
) |
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
Total expenses |
|
|
1,054 |
|
|
|
(10 |
) |
|
|
(181 |
) |
|
|
863 |
|
|
|
1,203 |
|
|
|
(115 |
) |
|
|
(191 |
) |
|
|
897 |
|
Operating
Profit
- All Owned
Hotel EBITDA |
|
$ |
327 |
|
|
$ |
2 |
|
|
$ |
181 |
|
|
$ |
510 |
|
|
$ |
280 |
|
|
$ |
(44 |
) |
|
$ |
191 |
|
|
$ |
427 |
|
|
|
Year-to-date ended June 30, 2022 |
|
|
Year-to-date ended June 30, 2021 |
|
|
|
|
|
|
Adjustments |
|
|
|
|
|
|
|
|
Adjustments |
|
|
|
|
|
|
GAAP Results |
|
|
Severance at hotel properties |
|
|
All Owned Hotel adjustments |
|
|
Depreciation and corporate level items |
|
|
All Owned Hotel Results |
|
|
GAAP Results |
|
|
Severance at hotel properties |
|
|
All Owned Hotel adjustments |
|
|
Depreciation and corporate level items |
|
|
All Owned Hotel Results |
|
Revenues |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Room |
|
$ |
1,505 |
|
|
$ |
— |
|
|
$ |
(23 |
) |
|
$ |
— |
|
|
$ |
1,482 |
|
|
$ |
680 |
|
|
$ |
— |
|
|
$ |
18 |
|
|
$ |
— |
|
|
$ |
698 |
|
Food and
beverage |
|
|
702 |
|
|
|
— |
|
|
|
(5 |
) |
|
|
— |
|
|
|
697 |
|
|
|
214 |
|
|
|
— |
|
|
|
14 |
|
|
|
— |
|
|
|
228 |
|
Other |
|
|
248 |
|
|
|
— |
|
|
|
(1 |
) |
|
|
— |
|
|
|
247 |
|
|
|
154 |
|
|
|
— |
|
|
|
8 |
|
|
|
— |
|
|
|
162 |
|
Total revenues |
|
|
2,455 |
|
|
|
— |
|
|
|
(29 |
) |
|
|
— |
|
|
|
2,426 |
|
|
|
1,048 |
|
|
|
— |
|
|
|
40 |
|
|
|
— |
|
|
|
1,088 |
|
Expenses |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Room |
|
|
349 |
|
|
|
— |
|
|
|
(14 |
) |
|
|
— |
|
|
|
335 |
|
|
|
174 |
|
|
|
— |
|
|
|
(7 |
) |
|
|
— |
|
|
|
167 |
|
Food and
beverage |
|
|
445 |
|
|
|
— |
|
|
|
(8 |
) |
|
|
— |
|
|
|
437 |
|
|
|
167 |
|
|
|
— |
|
|
|
10 |
|
|
|
— |
|
|
|
177 |
|
Other |
|
|
837 |
|
|
|
(2 |
) |
|
|
(19 |
) |
|
|
— |
|
|
|
816 |
|
|
|
558 |
|
|
|
3 |
|
|
|
(17 |
) |
|
|
— |
|
|
|
544 |
|
Depreciation
and
amortization |
|
|
334 |
|
|
|
— |
|
|
|
— |
|
|
|
(334 |
) |
|
|
— |
|
|
|
334 |
|
|
|
— |
|
|
|
— |
|
|
|
(334 |
) |
|
|
— |
|
Corporate and
other
expenses |
|
|
48 |
|
|
|
— |
|
|
|
— |
|
|
|
(48 |
) |
|
|
— |
|
|
|
49 |
|
|
|
— |
|
|
|
— |
|
|
|
(49 |
) |
|
|
— |
|
Gain on
insurance and
business
interruption
settlements |
|
|
(7 |
) |
|
|
— |
|
|
|
— |
|
|
|
6 |
|
|
|
(1 |
) |
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
Total expenses |
|
|
2,006 |
|
|
|
(2 |
) |
|
|
(41 |
) |
|
|
(376 |
) |
|
|
1,587 |
|
|
|
1,282 |
|
|
|
3 |
|
|
|
(14 |
) |
|
|
(383 |
) |
|
|
888 |
|
Operating
Profit
- All Owned
Hotel EBITDA |
|
$ |
449 |
|
|
$ |
2 |
|
|
$ |
12 |
|
|
$ |
376 |
|
|
$ |
839 |
|
|
$ |
(234 |
) |
|
$ |
(3 |
) |
|
$ |
54 |
|
|
$ |
383 |
|
|
$ |
200 |
|
|
|
Year-to-date ended June 30, 2022 |
|
|
Year-to-date ended June 30, 2019 |
|
|
|
|
|
|
Adjustments |
|
|
|
|
|
|
|
|
Adjustments |
|
|
|
|
|
|
GAAP Results |
|
|
Severance at hotel properties |
|
|
All Owned Hotel adjustments |
|
|
Depreciation
and corporate level items |
|
|
All Owned Hotel Results |
|
|
GAAP Results |
|
|
All Owned Hotel adjustments |
|
|
Depreciation
and corporate level items |
|
|
All Owned Hotel Results |
|
Revenues |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Room |
|
$ |
1,505 |
|
|
$ |
— |
|
|
$ |
(23 |
) |
|
$ |
— |
|
|
$ |
1,482 |
|
|
$ |
1,788 |
|
|
$ |
(208 |
) |
|
$ |
— |
|
|
$ |
1,580 |
|
Food and
beverage |
|
|
702 |
|
|
|
— |
|
|
|
(5 |
) |
|
|
— |
|
|
|
697 |
|
|
|
882 |
|
|
|
(57 |
) |
|
|
— |
|
|
|
825 |
|
Other |
|
|
248 |
|
|
|
— |
|
|
|
(1 |
) |
|
|
— |
|
|
|
247 |
|
|
|
203 |
|
|
|
(11 |
) |
|
|
— |
|
|
|
192 |
|
Total revenues |
|
|
2,455 |
|
|
|
— |
|
|
|
(29 |
) |
|
|
— |
|
|
|
2,426 |
|
|
|
2,873 |
|
|
|
(276 |
) |
|
|
— |
|
|
|
2,597 |
|
Expenses |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Room |
|
|
349 |
|
|
|
— |
|
|
|
(14 |
) |
|
|
— |
|
|
|
335 |
|
|
|
443 |
|
|
|
(70 |
) |
|
|
— |
|
|
|
373 |
|
Food and
beverage |
|
|
445 |
|
|
|
— |
|
|
|
(8 |
) |
|
|
— |
|
|
|
437 |
|
|
|
575 |
|
|
|
(49 |
) |
|
|
— |
|
|
|
526 |
|
Other |
|
|
837 |
|
|
|
(2 |
) |
|
|
(19 |
) |
|
|
— |
|
|
|
816 |
|
|
|
969 |
|
|
|
(99 |
) |
|
|
— |
|
|
|
870 |
|
Depreciation
and
amortization |
|
|
334 |
|
|
|
— |
|
|
|
— |
|
|
|
(334 |
) |
|
|
— |
|
|
|
336 |
|
|
|
— |
|
|
|
(336 |
) |
|
|
— |
|
Corporate and
other
expenses |
|
|
48 |
|
|
|
— |
|
|
|
— |
|
|
|
(48 |
) |
|
|
— |
|
|
|
54 |
|
|
|
— |
|
|
|
(54 |
) |
|
|
— |
|
Gain on insurance
and business
interruption
settlements |
|
|
(7 |
) |
|
|
— |
|
|
|
— |
|
|
|
6 |
|
|
|
(1 |
) |
|
|
— |
|
|
|
— |
|
|
|
— |
|
|
|
— |
|
Total expenses |
|
|
2,006 |
|
|
|
(2 |
) |
|
|
(41 |
) |
|
|
(376 |
) |
|
|
1,587 |
|
|
|
2,377 |
|
|
|
(218 |
) |
|
|
(390 |
) |
|
|
1,769 |
|
Operating
Profit
- All Owned
Hotel EBITDA |
|
$ |
449 |
|
|
$ |
2 |
|
|
$ |
12 |
|
|
$ |
376 |
|
|
$ |
839 |
|
|
$ |
496 |
|
|
$ |
(58 |
) |
|
$ |
390 |
|
|
$ |
828 |
|
HOST HOTELS & RESORTS,
INC.
Reconciliation of Net Income (Loss) to
EBITDA, EBITDAre and Adjusted EBITDAre
(1)
(unaudited, in millions)
|
|
Quarter ended June 30, |
|
|
Year-to-date ended June 30, |
|
|
|
2022 |
|
|
2021 |
|
|
2022 |
|
|
2021 |
|
Net income (loss) |
|
$ |
260 |
|
|
$ |
(61 |
) |
|
$ |
378 |
|
|
$ |
(214 |
) |
Interest expense |
|
|
37 |
|
|
|
43 |
|
|
|
73 |
|
|
|
85 |
|
Depreciation and amortization |
|
|
162 |
|
|
|
169 |
|
|
|
334 |
|
|
|
334 |
|
Income taxes |
|
|
39 |
|
|
|
(22 |
) |
|
|
23 |
|
|
|
(68 |
) |
EBITDA |
|
|
498 |
|
|
|
129 |
|
|
|
808 |
|
|
|
137 |
|
Gain on dispositions⁽²⁾ |
|
|
(1 |
) |
|
|
— |
|
|
|
(13 |
) |
|
|
— |
|
Equity investment adjustments: |
|
|
|
|
|
|
|
|
|
|
|
|
Equity in earnings of affiliates |
|
|
(2 |
) |
|
|
(25 |
) |
|
|
(4 |
) |
|
|
(34 |
) |
Pro rata EBITDAre of equity investments⁽³⁾ |
|
|
11 |
|
|
|
7 |
|
|
|
21 |
|
|
|
13 |
|
EBITDAre |
|
|
506 |
|
|
|
111 |
|
|
|
812 |
|
|
|
116 |
|
Adjustments to
EBITDAre: |
|
|
|
|
|
|
|
|
|
|
|
|
Gain on property insurance settlement |
|
|
(6 |
) |
|
|
— |
|
|
|
(6 |
) |
|
|
— |
|
Severance expense (reversal) at hotel
properties |
|
|
— |
|
|
|
(1 |
) |
|
|
— |
|
|
|
(3 |
) |
Adjusted
EBITDAre |
|
$ |
500 |
|
|
$ |
110 |
|
|
$ |
806 |
|
|
$ |
113 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
___________
(1) See the Notes to Financial Information
for discussion of non-GAAP measures.
(2) Reflects the sale of three hotels in
2022.
(3) Pro rata EBITDAre of equity
investments and pro rata FFO of equity investments for the quarter
and year-to-date ended June 30, 2021 include a realized gain of
approximately $3 million related to equity securities held by one
of our unconsolidated partnerships, Fifth Wall Ventures, L.P.
Unrealized gains of our unconsolidated investments are not
recognized in our EBITDAre, Adjusted EBITDAre, NAREIT FFO or
Adjusted FFO until they have been realized by the unconsolidated
partnership.
HOST HOTELS & RESORTS,
INC.
Reconciliation of Diluted Earnings (Loss) per Common Share
to
NAREIT and Adjusted Funds From Operations per Diluted Share
(1)
(unaudited, in millions, except per share amounts)
|
|
Quarter ended June 30, |
|
|
Year-to-date ended June 30, |
|
|
|
2022 |
|
|
2021 |
|
|
2022 |
|
|
2021 |
|
Net income (loss) |
|
$ |
260 |
|
|
$ |
(61 |
) |
|
$ |
378 |
|
|
$ |
(214 |
) |
Less: Net (income) loss attributable to non-
controlling interests |
|
|
(4 |
) |
|
|
1 |
|
|
|
(6 |
) |
|
|
2 |
|
Net income (loss)
attributable to Host Inc. |
|
|
256 |
|
|
|
(60 |
) |
|
|
372 |
|
|
|
(212 |
) |
Adjustments: |
|
|
|
|
|
|
|
|
|
|
|
|
Gain on dispositions⁽²⁾ |
|
|
(1 |
) |
|
|
— |
|
|
|
(13 |
) |
|
|
— |
|
Gain on property insurance settlement |
|
|
(6 |
) |
|
|
— |
|
|
|
(6 |
) |
|
|
— |
|
Depreciation and amortization |
|
|
162 |
|
|
|
168 |
|
|
|
333 |
|
|
|
333 |
|
Equity investment adjustments: |
|
|
|
|
|
|
|
|
|
|
|
|
Equity in earnings of affiliates |
|
|
(2 |
) |
|
|
(25 |
) |
|
|
(4 |
) |
|
|
(34 |
) |
Pro rata FFO of equity investments⁽³⁾ |
|
|
8 |
|
|
|
6 |
|
|
|
17 |
|
|
|
10 |
|
Consolidated partnership adjustments: |
|
|
|
|
|
|
|
|
|
|
|
|
FFO adjustment for non-controlling
partnerships |
|
|
— |
|
|
|
(1 |
) |
|
|
— |
|
|
|
(1 |
) |
FFO adjustments for non-controlling interests
of Host L.P. |
|
|
(1 |
) |
|
|
(2 |
) |
|
|
(4 |
) |
|
|
(3 |
) |
NAREIT
FFO |
|
|
416 |
|
|
|
86 |
|
|
|
695 |
|
|
|
93 |
|
Adjustments to NAREIT
FFO: |
|
|
|
|
|
|
|
|
|
|
|
|
Severance expense (reversal) at hotel
properties |
|
|
— |
|
|
|
(1 |
) |
|
|
— |
|
|
|
(3 |
) |
Adjusted
FFO |
|
$ |
416 |
|
|
$ |
85 |
|
|
$ |
695 |
|
|
$ |
90 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
For calculation on a
per share basis:⁽⁴⁾ |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Diluted
weighted average shares
outstanding - EPS |
|
717.0 |
|
|
|
707.6 |
|
|
|
716.8 |
|
|
|
706.6 |
|
Assuming issuance of common shares granted
under the comprehensive stock plans |
|
|
— |
|
|
|
1.6 |
|
|
|
— |
|
|
|
1.6 |
|
Diluted weighted
average shares outstanding
- NAREIT FFO and Adjusted FFO |
|
|
717.0 |
|
|
|
709.2 |
|
|
|
716.8 |
|
|
|
708.2 |
|
Diluted
earnings (loss) per common share |
|
$ |
0.36 |
|
|
$ |
(0.09 |
) |
|
$ |
0.52 |
|
|
$ |
(0.30 |
) |
NAREIT FFO per diluted
share |
|
$ |
0.58 |
|
|
$ |
0.12 |
|
|
$ |
0.97 |
|
|
$ |
0.13 |
|
Adjusted FFO per
diluted share |
|
$ |
0.58 |
|
|
$ |
0.12 |
|
|
$ |
0.97 |
|
|
$ |
0.13 |
|
___________
(1-3) Refer to corresponding footnote on the Reconciliation of
Net Income (Loss) to EBITDA, EBITDAre and Adjusted
EBITDAre.
(4) Diluted earnings (loss) per common share,
NAREIT FFO per diluted share and Adjusted FFO per diluted share are
adjusted for the effects of dilutive securities. Dilutive
securities may include shares granted under comprehensive stock
plans, preferred OP units held by non-controlling partners and
other non-controlling interests that have the option to convert
their limited partnership interests to common OP units. No effect
is shown for securities if they are anti-dilutive.
HOST HOTELS & RESORTS,
INC.
Reconciliation of Net Income to
EBITDA, EBITDAre and Adjusted EBITDAre
and Diluted Earnings per Common Share to
NAREIT and Adjusted Funds From Operations per Diluted Share
for Full Year 2022 Forecasts (1)
(unaudited, in millions)
|
|
Full Year 2022 |
|
|
|
Low-end of range |
|
|
High-end of range |
|
Net income |
|
$ |
588 |
|
|
$ |
652 |
|
Interest expense |
|
|
159 |
|
|
|
159 |
|
Depreciation and amortization |
|
|
662 |
|
|
|
662 |
|
Income taxes |
|
|
32 |
|
|
|
33 |
|
EBITDA |
|
|
1,441 |
|
|
|
1,506 |
|
Gain on dispositions |
|
|
(13 |
) |
|
|
(13 |
) |
Equity investment adjustments: |
|
|
|
|
|
|
Equity in earnings of affiliates |
|
|
(9 |
) |
|
|
(10 |
) |
Pro rata EBITDAre of equity investments |
|
|
32 |
|
|
|
33 |
|
EBITDAre |
|
|
1,451 |
|
|
|
1,516 |
|
Adjustments to
EBITDAre: |
|
|
|
|
|
|
Gain on property insurance settlement |
|
|
(6 |
) |
|
|
(6 |
) |
Adjusted
EBITDAre |
|
$ |
1,445 |
|
|
$ |
1,510 |
|
|
|
Full Year 2022 |
|
|
|
Low-end of range |
|
|
High-end of range |
|
Net income |
|
$ |
588 |
|
|
$ |
652 |
|
Less: Net income attributable to non-controlling interests |
|
|
(9 |
) |
|
|
(10 |
) |
Net income
attributable to Host Inc. |
|
|
579 |
|
|
|
642 |
|
Adjustments: |
|
|
|
|
|
|
Gain on dispositions |
|
|
(13 |
) |
|
|
(13 |
) |
Gain on property insurance settlement |
|
|
(6 |
) |
|
|
(6 |
) |
Depreciation and amortization |
|
|
661 |
|
|
|
661 |
|
Equity investment adjustments: |
|
|
|
|
|
|
Equity in earnings of affiliates |
|
|
(9 |
) |
|
|
(10 |
) |
Pro rata FFO of equity investments |
|
|
25 |
|
|
|
26 |
|
Consolidated partnership adjustments: |
|
|
|
|
|
|
FFO adjustment for non-controlling partnerships |
|
|
(1 |
) |
|
|
(1 |
) |
FFO adjustment for non-controlling interests of Host LP |
|
|
(9 |
) |
|
|
(9 |
) |
NAREIT FFO and
Adjusted FFO |
|
$ |
1,227 |
|
|
$ |
1,290 |
|
|
|
|
|
|
|
|
Diluted weighted
average shares outstanding - EPS, NAREIT FFO and Adjusted
FFO |
|
|
717.0 |
|
|
|
717.0 |
|
Diluted earnings per
common share |
|
$ |
0.81 |
|
|
$ |
0.90 |
|
NAREIT and Adjusted
FFO per diluted share |
|
$ |
1.71 |
|
|
$ |
1.80 |
|
___________
(1) The Forecasts are
based on the below assumptions:
- All Owned Hotel RevPAR will
increase 62.5% to 65.9% compared to 2021 for the low and high end
of the forecast range.
- All Owned Hotel EBITDA margins
will increase 810 to 870 basis points for the low and high ends of
the forecasted All Owned Hotel RevPAR range,
respectively.
- We expect to spend
approximately $500 million to $575 million on capital
expenditures.
- There will be no additional
hotel acquisitions or dispositions in 2022.
For a discussion of items that may affect
forecast results, see the Notes to Financial
Information.
HOST HOTELS & RESORTS, INC.
Schedule of All Owned Hotel Results for Full Year 2022
Forecasts (1)
(unaudited, in millions)
|
|
Full Year 2022 |
|
|
|
Low-end of range |
|
|
High-end of range |
|
Operating profit margin (2) |
|
|
15.1 |
% |
|
|
16.1 |
% |
All Owned Hotel EBITDA margin
(2) |
|
|
31.5 |
% |
|
|
32.1 |
% |
|
|
|
|
|
|
|
Net
income |
|
$ |
588 |
|
|
$ |
652 |
|
Depreciation and amortization |
|
|
662 |
|
|
|
662 |
|
Interest expense |
|
|
159 |
|
|
|
159 |
|
Provision for income taxes |
|
|
32 |
|
|
|
33 |
|
Gain on sale of property and corporate level income/expense |
|
|
42 |
|
|
|
40 |
|
Severance expense at hotel properties |
|
|
2 |
|
|
|
2 |
|
All Owned Hotel adjustments (1) |
|
|
12 |
|
|
|
12 |
|
All Owned Hotel
EBITDA (1) |
|
$ |
1,497 |
|
|
$ |
1,560 |
|
___________
(1) See "Reconciliation of
Net Income to EBITDA, EBITDAre and Adjusted EBITDAre and Diluted
Earnings per Common Share to NAREIT and Adjusted Funds From
Operations per Diluted Share for Full Year 2022 Forecasts" for
other forecast assumptions. All Owned Hotel adjustments represent
the following items: (i) the elimination of results of operations
of our hotels sold or held-for-sale as of June 30, 2022, which
operations are included in our unaudited condensed consolidated
statements of operations as continuing operations and (ii) the
addition of results for periods prior to our ownership for hotels
acquired as of June 30, 2022. All Owned Hotel results also include
the results of our leased office buildings and other non-hotel
revenue and expense items.
(2) Profit margins are calculated by dividing
the applicable operating profit by the related revenue amount. GAAP
profit margins are calculated using amounts presented in the
unaudited condensed consolidated statements of operations. All
Owned Hotel margins are calculated using amounts presented in the
following tables, which include reconciliations to the applicable
GAAP results:
|
Low-end of range |
|
|
High-end of range |
|
|
|
|
Adjustments |
|
|
|
|
|
|
Adjustments |
|
|
|
|
GAAP Results |
|
Severance at hotel properties |
|
All Owned Hotel adjustments |
|
Depreciation and corporate level items |
|
All Owned Hotel Results |
|
|
GAAP Results |
|
Severance at hotel properties |
|
All Owned Hotel adjustments |
|
Depreciation and corporate level items |
|
All Owned Hotel Results |
|
Revenues |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Rooms |
$ |
2,973 |
|
$ |
— |
|
$ |
(23 |
) |
$ |
— |
|
$ |
2,950 |
|
|
$ |
3,035 |
|
$ |
— |
|
$ |
(23 |
) |
$ |
— |
|
$ |
3,012 |
|
Food and beverage |
|
1,360 |
|
|
— |
|
|
(5 |
) |
|
— |
|
|
1,355 |
|
|
|
1,403 |
|
|
— |
|
|
(5 |
) |
|
— |
|
|
1,398 |
|
Other |
|
448 |
|
|
— |
|
|
(1 |
) |
|
— |
|
|
447 |
|
|
|
451 |
|
|
— |
|
|
(1 |
) |
|
— |
|
|
450 |
|
Total revenues |
|
4,781 |
|
|
— |
|
|
(29 |
) |
|
— |
|
|
4,752 |
|
|
|
4,889 |
|
|
— |
|
|
(29 |
) |
|
— |
|
|
4,860 |
|
Expenses |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Hotel expenses |
|
3,308 |
|
|
(2 |
) |
|
(41 |
) |
|
— |
|
|
3,265 |
|
|
|
3,353 |
|
|
(2 |
) |
|
(41 |
) |
|
— |
|
|
3,310 |
|
Depreciation |
|
662 |
|
|
— |
|
|
— |
|
|
(662 |
) |
|
— |
|
|
|
662 |
|
|
— |
|
|
— |
|
|
(662 |
) |
|
— |
|
Corporate and other expenses |
|
105 |
|
|
— |
|
|
— |
|
|
(105 |
) |
|
— |
|
|
|
105 |
|
|
— |
|
|
— |
|
|
(105 |
) |
|
— |
|
Gain on insurance and business interruption settlements |
|
(16 |
) |
|
— |
|
|
— |
|
|
6 |
|
|
(10 |
) |
|
|
(16 |
) |
|
— |
|
|
— |
|
|
6 |
|
|
(10 |
) |
Total expenses |
|
4,059 |
|
|
(2 |
) |
|
(41 |
) |
|
(761 |
) |
|
3,255 |
|
|
|
4,104 |
|
|
(2 |
) |
|
(41 |
) |
|
(761 |
) |
|
3,300 |
|
Operating Profit - All
Owned Hotel EBITDA |
$ |
722 |
|
$ |
2 |
|
$ |
12 |
|
$ |
761 |
|
$ |
1,497 |
|
|
$ |
785 |
|
$ |
2 |
|
$ |
12 |
|
$ |
761 |
|
$ |
1,560 |
|
HOST HOTELS & RESORTS, INC.
Notes to Financial Information
Forecasts
Our forecast of net income, earnings per diluted
share, NAREIT and Adjusted FFO per diluted share, EBITDA,
EBITDAre, Adjusted EBITDAre and All Owned Hotel
results are forward-looking statements and are not guarantees of
future performance and involve known and unknown risks,
uncertainties and other factors which may cause actual results and
performance to differ materially from those expressed or implied by
these forecasts. Although we believe the expectations reflected in
the forecasts are based upon reasonable assumptions, we can give no
assurance that the expectations will be attained or that the
results will not be materially different. Risks that may affect
these assumptions and forecasts include the following: potential
changes in overall economic outlook make it inherently difficult to
forecast the level of RevPAR; the amount and timing of debt
payments may change significantly based on market conditions, which
will directly affect the level of interest expense and net income;
the amount and timing of transactions involving shares of our
common stock may change based on market conditions; and other risks
and uncertainties associated with our business described herein and
in our annual report on Form 10-K, quarterly reports on Form 10-Q
and current reports on Form 8-K filed with the SEC.
All Owned Hotel Operating Statistics and
Results
To facilitate a quarter-to-quarter comparison of
our operations, we typically present certain operating statistics
(i.e., Total RevPAR, RevPAR, average daily rate and average
occupancy) and operating results (revenues, expenses, hotel EBITDA
and associated margins) for the periods included in this
presentation on a comparable hotel basis in order to enable our
investors to better evaluate our operating performance (discussed
in “Hotel Property Level Operating Results” below). However, due to
the COVID-19 pandemic and its effects on operations, there is
little comparability between periods. For this reason, we
temporarily are suspending our comparable hotel presentation and
instead present hotel operating results for all consolidated hotels
and, to facilitate comparisons between periods, we are presenting
results, referred to as "All Owned Hotel", which include the
following adjustments: (1) operating results are presented for all
consolidated hotels owned as of June 30, 2022, but do not include
the results of operations for properties sold or held-for-sale as
of the reporting date; and (2) operating results for acquisitions
as of June 30, 2022 are reflected for full calendar years, to
include results for periods prior to our ownership. For these
hotels, since the year-over-year comparison includes periods prior
to our ownership, the changes will not necessarily correspond to
changes in our actual results.
Foreign Currency
Translation
Operating results denominated in foreign
currencies are translated using the prevailing exchange rates on
the date of the transaction, or monthly based on the weighted
average exchange rate for the period. Therefore, hotel statistics
and results for non-U.S. properties include the effect of currency
fluctuations, consistent with our financial statement
presentation.
Non-GAAP Financial Measures
Included in this press release are certain
“non-GAAP financial measures,” which are measures of our historical
or future financial performance that are not calculated and
presented in accordance with GAAP, within the meaning of applicable
SEC rules. They are as follows: (i) FFO and FFO per diluted share
(both NAREIT and Adjusted), (ii) EBITDA, (iii) EBITDAre
and Adjusted EBITDAre, and (iv) All Owned Hotel Operating
Statistics and Results. The following discussion defines these
measures and presents why we believe they are useful supplemental
measures of our performance.
NAREIT FFO and NAREIT FFO per Diluted
Share
We present NAREIT FFO and NAREIT FFO per diluted
share as non-GAAP measures of our performance in addition to our
earnings per share (calculated in accordance with GAAP). We
calculate NAREIT FFO per diluted share as our NAREIT FFO (defined
as set forth below) for a given operating period, as adjusted for
the effect of dilutive securities, divided by the number of fully
diluted shares outstanding during such period, in accordance with
NAREIT guidelines. Effective January 1, 2019, we adopted NAREIT’s
definition of FFO included in NAREIT’s Funds From Operations White
Paper – 2018 Restatement. NAREIT defines FFO as net income
(calculated in accordance with GAAP) excluding depreciation and
amortization related to real estate, gains and losses from the sale
of certain real estate assets, gains and losses from change in
control, impairment expense of certain real estate assets and
investments and adjustments for consolidated partially-owned
entities and unconsolidated affiliates. Adjustments for
consolidated partially-owned entities and unconsolidated affiliates
are calculated to reflect our pro rata share of the FFO of those
entities on the same basis.
We believe that NAREIT FFO per diluted share is
a useful supplemental measure of our operating performance and that
the presentation of NAREIT FFO per diluted share, when combined
with the primary GAAP presentation of earnings per share, provides
beneficial information to investors. By excluding the effect of
real estate depreciation, amortization, impairment expense and
gains and losses from sales of depreciable real estate, all of
which are based on historical cost accounting and which may be of
lesser significance in evaluating current performance, we believe
that such measures can facilitate comparisons of operating
performance between periods and with other REITs, even though
NAREIT FFO per diluted share does not represent an amount that
accrues directly to holders of our common stock. Historical cost
accounting for real estate assets implicitly assumes that the value
of real estate assets diminishes predictably over time. As noted by
NAREIT in its Funds From Operations White Paper – 2018 Restatement,
the primary purpose for including FFO as a supplemental measure of
operating performance of a REIT is to address the artificial nature
of historical cost depreciation and amortization of real estate and
real estate-related assets mandated by GAAP. For these reasons,
NAREIT adopted the FFO metric in order to promote a uniform
industry-wide measure of REIT operating performance.
Adjusted FFO per Diluted Share
We also present Adjusted FFO per diluted share
when evaluating our performance because management believes that
the exclusion of certain additional items described below provides
useful supplemental information to investors regarding our ongoing
operating performance. Management historically has made the
adjustments detailed below in evaluating our performance, in our
annual budget process and for our compensation programs. We believe
that the presentation of Adjusted FFO per diluted share, when
combined with both the primary GAAP presentation of diluted
earnings per share and FFO per diluted share as defined by NAREIT,
provides useful supplemental information that is beneficial to an
investor’s understanding of our operating performance. We adjust
NAREIT FFO per diluted share for the following items, which may
occur in any period, and refer to this measure as Adjusted FFO per
diluted share:
- Gains and Losses on
the Extinguishment of Debt – We exclude the effect of finance
charges and premiums associated with the extinguishment of debt,
including the acceleration of the write-off of deferred financing
costs from the original issuance of the debt being redeemed or
retired and incremental interest expense incurred during the
refinancing period. We also exclude the gains on debt repurchases
and the original issuance costs associated with the retirement of
preferred stock. We believe that these items are not reflective of
our ongoing finance costs.
- Acquisition Costs –
Under GAAP, costs associated with completed property acquisitions
that are considered business combinations are expensed in the year
incurred. We exclude the effect of these costs because we believe
they are not reflective of the ongoing performance of the
Company.
- Litigation Gains
and Losses – We exclude the effect of gains or losses associated
with litigation recorded under GAAP that we consider outside the
ordinary course of business. We believe that including these items
is not consistent with our ongoing operating performance.
- Severance Expense
–In certain circumstances, we will add back hotel-level severance
expenses when we do not believe that such expenses are reflective
of the ongoing operation of our properties. Situations that would
result in a severance add-back include, but are not limited to, (i)
costs incurred as part of a broad-based reconfiguration of the
operating model with the specific hotel operator for a portfolio of
hotels and (ii) costs incurred at a specific hotel due to a
broad-based and significant reconfiguration of a hotel and/or its
workforce. We do not add back corporate-level severance costs or
severance costs at an individual hotel that we consider to be
incurred in the normal course of business.
In unusual circumstances, we also may adjust
NAREIT FFO for gains or losses that management believes are not
representative of the Company’s current operating performance. For
example, in 2017, as a result of the reduction of the U.S. federal
corporate income tax rate from 35% to 21% by the Tax Cuts and Jobs
Act, we remeasured our domestic deferred tax assets as of December
31, 2017 and recorded a one-time adjustment to reduce our deferred
tax assets and to increase the provision for income taxes by
approximately $11 million. We do not consider this adjustment to be
reflective of our on-going operating performance and, therefore, we
excluded this item from Adjusted FFO.
EBITDA
Earnings before Interest Expense, Income Taxes,
Depreciation and Amortization (“EBITDA”) is a commonly used measure
of performance in many industries. Management believes EBITDA
provides useful information to investors regarding our results of
operations because it helps us and our investors evaluate the
ongoing operating performance of our properties after removing the
impact of the Company’s capital structure (primarily interest
expense) and its asset base (primarily depreciation and
amortization). Management also believes the use of EBITDA
facilitates comparisons between us and other lodging REITs, hotel
owners that are not REITs and other capital-intensive companies.
Management uses EBITDA to evaluate property-level results and as
one measure in determining the value of acquisitions and
dispositions and, like FFO and Adjusted FFO per diluted share, it
is widely used by management in the annual budget process and for
our compensation programs.
EBITDAre and Adjusted EBITDAre
We present EBITDAre in accordance with
NAREIT guidelines, as defined in its September 2017 white paper
“Earnings Before Interest, Taxes, Depreciation and Amortization for
Real Estate,” to provide an additional performance measure to
facilitate the evaluation and comparison of the Company’s results
with other REITs. NAREIT defines EBITDAre as net income
(calculated in accordance with GAAP) excluding interest expense,
income tax, depreciation and amortization, gains or losses on
disposition of depreciated property (including gains or losses on
change of control), impairment expense of depreciated property and
of investments in unconsolidated affiliates caused by a decrease in
value of depreciated property in the affiliate, and adjustments to
reflect the entity’s pro rata share of EBITDAre of
unconsolidated affiliates.
We make additional adjustments to
EBITDAre when evaluating our performance because we
believe that the exclusion of certain additional items described
below provides useful supplemental information to investors
regarding our ongoing operating performance. We believe that the
presentation of Adjusted EBITDAre, when combined with the
primary GAAP presentation of net income, is beneficial to an
investor’s understanding of our operating performance. Adjusted
EBITDAre also is similar to the measure used to calculate
certain credit ratios for our credit facility and senior notes. We
adjust EBITDAre for the following items, which may occur
in any period, and refer to this measure as Adjusted
EBITDAre:
- Property Insurance
Gains – We exclude the effect of property insurance gains reflected
in our consolidated statements of operations because we believe
that including them in Adjusted EBITDAre is not consistent
with reflecting the ongoing performance of our assets. In addition,
property insurance gains could be less important to investors given
that the depreciated asset book value written off in connection
with the calculation of the property insurance gain often does not
reflect the market value of real estate assets.
- Acquisition Costs –
Under GAAP, costs associated with completed property acquisitions
that are considered business combinations are expensed in the year
incurred. We exclude the effect of these costs because we believe
they are not reflective of the ongoing performance of the
Company.
- Litigation Gains
and Losses – We exclude the effect of gains or losses associated
with litigation recorded under GAAP that we consider outside the
ordinary course of business. We believe that including these items
is not consistent with our ongoing operating performance.
- Severance Expense –
In certain circumstances, we will add back hotel-level severance
expenses when we do not believe that such expenses are reflective
of the ongoing operation of our properties. Situations that would
result in a severance add-back include, but are not limited to, (i)
costs incurred as part of a broad-based reconfiguration of the
operating model with the specific hotel operator for a portfolio of
hotels and (ii) costs incurred at a specific hotel due to a
broad-based and significant reconfiguration of a hotel and/or its
workforce. We do not add back corporate-level severance costs or
severance costs at an individual hotel that we consider to be
incurred in the normal course of business.
In unusual circumstances, we also may adjust
EBITDAre for gains or losses that management believes are
not representative of the Company’s current operating performance.
The last adjustment of this nature was a 2013 exclusion of a gain
from an eminent domain claim.
Limitations on the Use of NAREIT FFO per
Diluted Share, Adjusted FFO per Diluted Share, EBITDA, EBITDAre and
Adjusted EBITDAre
We calculate EBITDAre and NAREIT FFO
per diluted share in accordance with standards established by
NAREIT, which may not be comparable to measures calculated by other
companies that do not use the NAREIT definition of
EBITDAre and FFO or do not calculate FFO per diluted share
in accordance with NAREIT guidance. In addition, although
EBITDAre and FFO per diluted share are useful measures
when comparing our results to other REITs, they may not be helpful
to investors when comparing us to non-REITs. We also calculate
Adjusted FFO per diluted share and Adjusted EBITDAre,
which are not in accordance with NAREIT guidance and may not be
comparable to measures calculated by other REITs or by other
companies. This information should not be considered as an
alternative to net income, operating profit, cash from operations
or any other operating performance measure calculated in accordance
with GAAP. Cash expenditures for various long-term assets (such as
renewal and replacement capital expenditures), interest expense
(for EBITDA, EBITDAre and Adjusted EBITDAre
purposes only), severance expense related to significant
property-level reconfiguration and other items have been, and will
be, made and are not reflected in the EBITDA, EBITDAre,
Adjusted EBITDAre, NAREIT FFO per diluted share and
Adjusted FFO per diluted share presentations. Management
compensates for these limitations by separately considering the
impact of these excluded items to the extent they are material to
operating decisions or assessments of our operating performance.
Our consolidated statements of operations and consolidated
statements of cash flows in the Company’s annual report on Form
10-K and quarterly reports on Form 10-Q include interest expense,
capital expenditures, and other excluded items, all of which should
be considered when evaluating our performance, as well as the
usefulness of our non-GAAP financial measures. Additionally, NAREIT
FFO per diluted share, Adjusted FFO per diluted share, EBITDA,
EBITDAre and Adjusted EBITDAre should not be
considered as a measure of our liquidity or indicative of funds
available to fund our cash needs, including our ability to make
cash distributions. In addition, NAREIT FFO per diluted share and
Adjusted FFO per diluted share do not measure, and should not be
used as a measure of, amounts that accrue directly to stockholders’
benefit.
Similarly, EBITDAre, Adjusted
EBITDAre, NAREIT FFO and Adjusted FFO per diluted share
include adjustments for the pro rata share of our equity
investments and NAREIT FFO and Adjusted FFO per diluted share
include adjustments for the pro rata share of non-controlling
partners in consolidated partnerships. Our equity investments
consist of interests ranging from 11% to 67% in eight domestic and
international partnerships that own a total of 10 properties and a
vacation ownership development. Due to the voting rights of the
outside owners, we do not control and, therefore, do not
consolidate these entities. The non-controlling partners in
consolidated partnerships primarily consist of the approximate 1%
interest in Host LP held by outside partners, and a 15% interest
held by outside partners in a partnership owning one hotel for
which we do control the entity and, therefore, consolidate its
operations. These pro rata results for NAREIT FFO and Adjusted FFO
per diluted share, EBITDAre and Adjusted EBITDAre
were calculated as set forth in the definitions above. Readers
should be cautioned that the pro rata results presented in these
measures for consolidated partnerships (for NAREIT FFO and Adjusted
FFO per diluted share) and equity investments may not accurately
depict the legal and economic implications of our investments in
these entities.
Hotel Property Level Operating
Results
We present certain operating results for our
hotels, such as hotel revenues, expenses, food and beverage profit,
and EBITDA (and the related margins), on a hotel-level basis as
supplemental information for our investors. Our hotel results
reflect the operating results of our hotels as discussed in “All
Owned Hotel Operating Statistics and Results” above. We present All
Owned Hotel EBITDA to help us and our investors evaluate the
ongoing operating performance of our hotels after removing the
impact of the Company’s capital structure (primarily interest
expense) and its asset base (primarily depreciation and
amortization expense). Corporate-level costs and expenses also are
removed to arrive at property-level results. We believe these
property-level results provide investors with supplemental
information about the ongoing operating performance of our hotels.
All Owned Hotel results are presented both by location and for the
Company’s properties in the aggregate. We eliminate from our hotel
level operating results severance costs related to broad-based and
significant property-level reconfiguration that is not considered
to be within the normal course of business, as we believe this
elimination provides useful supplemental information that is
beneficial to an investor’s understanding of our ongoing operating
performance. We also eliminate depreciation and amortization
expense because, even though depreciation and amortization expense
are property-level expenses, these non-cash expenses, which are
based on historical cost accounting for real estate assets,
implicitly assume that the value of real estate assets diminishes
predictably over time. As noted earlier, because real estate values
historically have risen or fallen with market conditions, many real
estate industry investors have considered presentation of
historical cost accounting for operating results to be
insufficient.
Because of the elimination of corporate-level
costs and expenses, gains or losses on disposition, certain
severance expenses and depreciation and amortization expense, the
hotel operating results we present do not represent our total
revenues, expenses, operating profit or net income and should not
be used to evaluate our performance as a whole. Management
compensates for these limitations by separately considering the
impact of these excluded items to the extent they are material to
operating decisions or assessments of our operating performance.
Our consolidated statements of operations include such amounts, all
of which should be considered by investors when evaluating our
performance.
While management believes that presentation of
All Owned Hotel results is a supplemental measure that provides
useful information in evaluating our ongoing performance, this
measure is not used to allocate resources or to assess the
operating performance of each of our hotels, as these decisions are
based on data for individual hotels and are not based on All Owned
Hotel results in the aggregate. For these reasons, we believe All
Owned Hotel operating results, when combined with the presentation
of GAAP operating profit, revenues and expenses, provide useful
information to investors and management.
SOURAV GHOSH
Chief Financial Officer
(240) 744-5267
|
JAIME MARCUS
Investor Relations
(240) 744-5117
ir@hosthotels.com |
A PDF accompanying this announcement is available
at: http://ml.globenewswire.com/Resource/Download/5cfc4a8c-90dc-4e4c-a0e6-44dec10901ef
Host Hotels and Resorts (NASDAQ:HST)
Historical Stock Chart
From Mar 2024 to Apr 2024
Host Hotels and Resorts (NASDAQ:HST)
Historical Stock Chart
From Apr 2023 to Apr 2024