Ryman Hospitality Properties, Inc. (NYSE: RHP), a lodging real estate
investment trust ("REIT") specializing in group-oriented, destination
hotel assets in urban and resort markets, today reported financial
results for the second quarter ended June 30, 2013.
Colin V. Reed, chairman, chief executive officer and president of Ryman
Hospitality Properties, stated, “We continued to face near-term
challenges in the second quarter, as the headwinds related to the
management transition to Marriott, as well as overall weakness in the
group sector, impacted our results. As communicated in June, lower than
expected in-the-year, for-the-year group bookings, cost synergies not
being realized as quickly as anticipated, and margin disruption related
to the transition adversely impacted this quarter.
“Frankly, we are disappointed in several elements of our hotel results
this quarter related to near-term group business as well as management
transition issues. However, we have been working extremely closely with
Marriott to manage these transition concerns as rapidly and thoroughly
as possible, and to ensure that the challenges related to the transition
are isolated to our 2013 performance. There is now a plan in place that
we support that focuses on specific actions to be taken to improve
performance in key areas. These efforts include supplementing resources
to accelerate the transition and drive short-term revenues. The plan
also includes tailoring the sales process to better align with the
dynamics of large group hotels such as ours and reducing expenses to
drive margin improvement at the property level.
Reed continued, “In terms of our performance, the strong level of
advanced group business on the books for future years, our solid
transient room night performance, which increased 22 percent in the
second quarter, and the steady realization of our corporate cost
synergies all support our confidence in the long-term value of our REIT
conversion and the performance of our hotel assets moving forward.”
Arne Sorenson, Marriott International President and Chief Executive
Officer said, “We are disappointed with the results at the Gaylord
hotels in the second quarter and are working closely with Ryman to
achieve the revenue and cost synergies that both companies expect. To
improve the top line, we are increasing both on-property and
above-property group sales staff and increasing incentives for group
sales performance. On the cost side, we are pursuing department by
department cost saving initiatives to improve margin performance while
retaining the uniqueness and strong customer preference for which the
Gaylord brand is known. We believe that the action plans we are
implementing will improve results, ensuring the long-term success of
these hotels and the brand.”
Second Quarter 2013 Results (as compared to Second Quarter 2012):
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Hospitality Revenue Per Available Room, or RevPAR, decreased 3.9% to
$130.37
-
Hospitality Total RevPAR decreased 3.2% to $302.29 compared to
Hospitality Retail Adjusted Total RevPAR in the second quarter 2012,
or a decrease of 4.4% compared to unadjusted Hospitality Total RevPAR
in the second quarter 2012
-
Total Revenue decreased 2.0% to $245.2 million compared to Total
Retail Adjusted Revenue in the second quarter 2012, or a decrease of
3.2% compared to unadjusted Total Revenue in the second quarter 2012
-
Hospitality Revenue decreased 3.2% to $222.8 million compared to
Hospitality Retail Adjusted Revenue in the second quarter 2012, or a
decrease of 4.4% compared to unadjusted Hospitality Revenue in the
second quarter 2012
-
Net income was $16.4 million compared to net income of $9.0 million in
second quarter 2012
-
Adjusted EBITDA on a consolidated basis decreased 2.9% to $70.9 million
-
Hospitality Adjusted EBITDA decreased 13.0% to $68.0 million
-
Adjusted Funds from Operations, or Adjusted FFO, was $48.8 million, an
increase of 56.0% over the prior-year quarter. Adjusted FFO excluding
REIT conversion costs was $51.5 million, an increase of 54.2% over
prior-year quarter.
-
Gross advanced group bookings for all future periods decreased 41.5%
to 346,705 room nights; Net advanced group bookings for all future
periods decreased 60.9% to 189,894 room nights
-
Transient room night bookings, aided by the Marriott Rewards program
and transient delivery channels, increased by 23,961 room nights or
21.9 % and transient Average Daily Rate, or ADR, grew by $4.89
-
Cancellations in-the-year, for-the-year included 21,415 group rooms
compared to 14,997 group rooms in the second quarter 2012
-
Attrition for groups that traveled in the second quarter of 2013 was
12.9% of the agreed-upon room block compared to 6.7% in the same
period in 2012; Attrition and cancellation fees collected during the
quarter were $1.3 million compared to $1.7 million in the same period
in 2012
For the Company’s definitions of RevPAR, Total RevPAR, Adjusted EBITDA,
Retail Adjusted Revenue, Retail Adjusted Total RevPAR, and Adjusted FFO
as well as a reconciliation of the non-GAAP financial measure Adjusted
EBITDA to Net Income, a reconciliation of the non-GAAP financial measure
Retail Adjusted Revenue to revenue, and a reconciliation of the non-GAAP
financial measure Adjusted FFO to Net Income, see “Retail Adjusted
Revenue”, “Calculation of RevPAR and Total RevPAR”, “Non-GAAP Financial
Measures”, and “Supplemental Financial Results” below.
Hospitality
Property-level results and operating metrics for the second quarter of
2013 and 2012 are presented in greater detail below and under
“Supplemental Financial Results.”
-
Gaylord Opryland RevPAR decreased 12.7 percent to $112.12 compared to
the second quarter of 2012. Total RevPAR decreased 9.4 percent to
$250.17 as compared to Retail Adjusted Total RevPAR and margin
declined 3.1 percentage points compared to the same period last year.
The decline in Total RevPAR from the prior year was primarily related
to a drop in group room nights and related outside the room spending.
This decline in group rooms was partially offset by a 50.8% increase
in transient room nights. The property experienced its highest second
quarter attrition level on record.
-
Gaylord Palms RevPAR decreased 5.8 percent to $129.18 compared to the
second quarter of 2012. Total RevPAR decreased 4.4 percent to $331.31
and margin declined 3.6 percentage points compared to the same period
last year. The decrease in RevPAR is primarily related to a decline in
room nights for the Association segment with a modest decline in ADR
for that particular group segment. This decline was partially offset
by a 45.6% increase in transient room nights and a 13.2% increase in
transient ADR compared to the second quarter of 2012. The property had
a tough comparison to a strong second quarter 2012, particularly June
2012.
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Gaylord Texan RevPAR increased 4.9 percent to $129.99 compared to the
second quarter of 2012. Total RevPAR increased slightly to $319.69 as
compared to Retail Adjusted Total RevPAR and margin declined 2.4
percentage points compared to the same period last year. The increase
in RevPAR was related to both an increase in group room nights and
group ADR; however, group performance in the quarter was negatively
impacted by high levels of cancellation and attrition among large
groups traveling to the property. The property also experienced a 14.6
percent decline in transient room nights compared to the same period
last year. This drop in transient room nights was primarily related to
a number of groups whose peak occupancy occurred over weekend
patterns, which are typically transient demand periods.
-
Gaylord National RevPAR increased 1.4 percent to $165.28 compared to
the second quarter of 2012. Total RevPAR increased 1.8 percent to
$372.87 as compared to Retail Adjusted Total RevPAR and margin
declined 3.4 percentage points compared to the same period last year.
The slight increase in RevPAR compared to the prior year quarter was
driven primarily by an increase in ADR in all group and transient
segments. In addition, the property experienced high attrition during
the quarter, which was nearly twice as high as the same period last
year. The property continued to experience the effects from the
Federal budget sequestration and its negative impact on the behavior
of government-related groups during the quarter, as well as general
group softness. In spite of these headwinds, the property’s
year-over-year RevPAR increase for the quarter slightly exceeded the
greater Washington DC market.
Reed continued, “While we anticipated a challenging comparison to the
second quarter last year at our properties, largely due to exceptional
2012 second quarter performances at Gaylord Opryland and Gaylord Palms,
the negative trends across the group sector were more significant than
expected. This resulted in elevated cancellation and attrition levels at
our properties.”
“At an operational level, there continues to be a learning curve
associated with the adoption of new Marriott systems and procedures.
However, we are confident that as we work with Marriott our business
will continue to make improvements in near-term group bookings and
occupancy, margin performance at the property level, and overall
profitability.”
Reed continued, “After a very strong sales production in the first
quarter, our overall year-to-date gross room night production remains
in-line with average production across our properties over the past
three years, despite a decline in gross group room night production
compared to the second quarter last year. We were pleased with the 21.9
percent increase in transient room nights resulting from Marriott’s
strong transient delivery channels, which we believe will only become
more effective with the integration completed.”
Opry and Attractions
Opry and Attractions segment had a record quarter in both revenue and
profitability. Revenue for the segment rose 10.8 percent to $22.4
million in the second quarter of 2013 from $20.2 million in the
prior-year quarter. The segment’s Adjusted EBITDA rose 27.0 percent to
$7.9 million in the second quarter of 2013, from $6.2 million in the
prior-year quarter.
Corporate
Corporate and Other Adjusted EBITDA totaled a loss of $5.0 million in
the second quarter of 2013 compared to a loss of $11.4 million in the
same period last year. The reduction in costs at the Corporate level is
directly related to the transition of the Company to a REIT and are
in-line with previously discussed estimated cost synergies.
Impact of July Water Outage on Gaylord National
Due to a water emergency in southern Prince George’s County, the Gaylord
National suspended operations on July 17, 2013, until July 18, 2013.
According to the Company’s current analysis, this incident resulted in
an estimated loss of approximately $1.5 million in revenue and
approximately $0.8 million in profitability, which will be reflected in
the Company’s third quarter 2013 results.
REIT Conversion Costs
The Company has segregated all conversion costs associated with our
conversion to a REIT and reported these amounts separately as REIT
conversion costs in the accompanying financial information. During the
second quarter of 2013, the Company incurred $5.4 million of costs
associated with this conversion compared to $3.4 million in the second
quarter of 2012.
Dividend Update
The Company paid its second quarter cash dividend of $0.50 per share of
common stock on July 15, 2013 to stockholders of record on June 26,
2013. It is the Company’s current plan to distribute total annual
dividends of approximately $2.00 per share for 2013 in cash in equal
quarterly payments in April, July, October, and January, subject to our
board of directors’ future determinations as to the amount of quarterly
distributions and the timing thereof.
Balance Sheet/Liquidity Update
As of June 30, 2013, the Company had total debt outstanding of $1,154.7
million and unrestricted cash of $44.4 million. At June 30, 2013, $463.0
million of borrowings were drawn under the Company’s $1 billion credit
facility, and the lending banks had issued $6.9 million in letters of
credit, which left $530.1 million of availability for borrowing under
the credit facility.
During the quarter, the Company successfully refinanced its $925 million
credit facility that was scheduled to mature in August 2015. The
increased and extended $1 billion credit facility will mature in April
2017 and is comprised of a $700 million revolving credit line and a
fully funded $300 million term loan. The Company was able to secure
favorable pricing on the facility with initial pricing set at LIBOR +
1.75%. Pricing is determined on a grid pricing structure based on a
consolidated funded indebtedness to total asset value ratio. The
extended facility reflects both a reduction in the term loan and an
increase in the revolving credit line, as well as improved pricing.
During the quarter, the Company completed a private placement of $350
million aggregate principal amount of 5.0% senior notes due 2021 (the
“Notes”), which closed on April 3, 2013. The Notes are senior unsecured
obligations of the Company’s issuing subsidiaries and are guaranteed by
the Company and all of the Company’s subsidiaries that guarantee its
senior credit facility. Aggregate net proceeds from the sale of the
notes were approximately $342 million, after deducting the initial
purchasers’ discounts and commissions and estimated offering expenses.
The Company used substantially all of the net proceeds of the offering
to repay amounts outstanding under its revolving credit facility.
During the quarter, the Company repurchased and cancelled approximately
1.0 million shares of its common stock for an aggregate purchase price
of $44.3 million, which the Company funded using cash on hand and
borrowings under the revolving credit line of its credit facility.
Subsequent to the end of the quarter, the Company announced that it
repurchased in private transactions $54.7 million in principal amount of
its 3.75% convertible senior notes due 2014, which were cancelled, and
settled $1.2 million in principal amount of the convertible notes that
were converted by a holder. After these transactions, $304.1 million in
principal amount of the notes remains outstanding. The repurchases were
made for aggregate consideration of $98.6 million funded by draws under
the Company’s revolving credit facility. The Company expects to record a
loss on extinguishment of debt of approximately $3 million in the third
quarter related to these repurchases.
In connection with the repurchase of notes, the Company proportionately
reduced the number of options and warrants underlying the bond hedge
transaction related to the convertible notes. In consideration for these
adjustments, the counterparties to the bond hedge transactions paid the
Company 157,886 shares of the Company’s common stock, which were
subsequently cancelled. The adjustments to the options and warrants were
considered modifications to the terms of the agreements, and the Company
recognized a charge of $4.9 million in the second quarter, which reduced
net income available to common shareholders and earnings per share
available to common shareholders.
Guidance Update:
The Company is revising its 2013 guidance on a consolidated as well as a
segment basis. The revised guidance reflects lower than anticipated
actual performance for the hospitality segment during the second quarter
in May and June, continued softness in group demand during the third
quarter, lower than anticipated near-term cost synergies at our
properties, and steady, but slower, margin recovery during the second
half of 2013. Furthermore, the revised guidance reflects better than
expected performance in our Opry and Attractions businesses, as well as
refining our estimates of corporate cost synergies.
Reed continued, “The fact is the management transition is not going as
smoothly as both Ryman and Marriott had planned, which includes the
ramping up of the regional sales office, and cost synergy
materialization. This, coupled with a weak group sector, has put
additional pressure on the second half of the year. Therefore, we feel
it is prudent to further adjust our guidance for 2013.”
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Prior Guidance For Full Year 2013
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Revised Guidance For Full Year 2013
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Low
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High
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Low
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High
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Hospitality RevPAR 1 |
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-1.0%
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2.0%
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-1.5%
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0.0%
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Hospitality Total RevPAR 1 |
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-2.0%
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1.0%
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-2.5%
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0.0%
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Hospitality
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$
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255.0
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$
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270.0
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$
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242.0
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$
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250.0
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Opry and Attractions
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15.0
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17.0
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19.0
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20.0
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Corporate and Other
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(24.0
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)
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(20.0
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)
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(23.0
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(21.0
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Gaylord National Bonds 2 |
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12.0
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12.0
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12.0
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12.0
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Adjusted EBITDA 3 |
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$
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258.0
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$
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279.0
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$
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250.0
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$
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261.0
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Adjusted FFO 3,4 |
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$
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194.5
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$
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213.0
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$
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187.5
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$
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197.0
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REIT conversion costs (tax effected)
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$
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19.0
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$
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18.0
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$
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19.0
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$
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18.0
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Adjusted FFO after REIT conversion
costs 3,4
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$
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175.5
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$
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195.0
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$
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168.5
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$
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179.0
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Adjusted FFO per Share 3,4 |
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$
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3.81
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$
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4.17
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$
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3.65
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$
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3.84
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Adjusted FFO per Share after REIT
conversion costs 3,4
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$
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3.43
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$
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3.82
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$
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3.28
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$
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3.49
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Estimated Basic Shares Outstanding
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51.1
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51.1
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51.3
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51.3
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1.
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Hospitality RevPAR estimated annual changes are based on 2012 RevPAR
of $123.36 (as adjusted to reflect a change in room counting methods
that does not exclude renovation rooms from the calculation of rooms
available, per Marriott room counting methods), and Hospitality
Total RevPAR estimated annual changes are based on 2012 Retail
Adjusted Total RevPAR of $306.41 (as adjusted to reflect the
elimination from the first three quarters of 2012 of revenues from
retail operation that were outsourced to a third-party retailer
beginning in the fourth quarter of 2012, as well as Marriott room
counting methods).
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2.
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Interest income from Gaylord National bonds reported in estimated
hospitality segment results in 2013.
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3.
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Does not include the impact of the loss on the call spread
settlement related to our convertible notes repurchase.
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4.
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Adjusted FFO guidance includes a deduction for maintenance capital
expenditures of $33.0 to $35.0 million.
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For our definitions of RevPAR, Total RevPAR, Adjusted EBITDA, and
Adjusted FFO as well as a reconciliation of the non-GAAP financial
measure Adjusted EBITDA to Net Income, a reconciliation of the non-GAAP
financial measure Adjusted FFO to Net Income, and 2012 Retail Adjusted
Revenue and Total RevPAR amounts, see “Calculation of RevPAR and Total
RevPAR”, “Non-GAAP Financial Measures”, “Supplemental Financial Results”
and “Reconciliation of Forward-Looking Statements” below.
Earnings Call information
Ryman Hospitality Properties will hold a conference call to discuss this
release today at 10:00 a.m. ET. Investors can listen to the conference
call over the Internet at www.rymanhp.com.
To listen to the live call, please go to the Investor Relations section
of the website (Investor Relations/Presentations, Earnings, and
Webcasts) at least 15 minutes prior to the call to register, download
and install any necessary audio software. For those who cannot listen to
the live broadcast, a replay will be available shortly after the call
and will run for at least 30 days.
About Ryman Hospitality Properties, Inc.:
Ryman Hospitality Properties, Inc. (NYSE: RHP) is a REIT for federal
income tax purposes, specializing in group-oriented, destination hotel
assets in urban and resort markets. The Company’s owned assets include a
network of four upscale, meetings-focused resorts totaling 7,795 rooms
that are managed by world-class lodging operator Marriott International,
Inc. under the Gaylord Hotels brand. Other owned assets managed by
Marriott International, Inc. include Gaylord Springs Golf Links, the
Wildhorse Saloon, the General Jackson Showboat and The Inn at Opryland,
a 303-room overflow hotel adjacent to Gaylord Opryland. The Company also
owns and operates a number of media and entertainment assets, including
the Grand Ole Opry (opry.com), the legendary weekly showcase of country
music’s finest performers for nearly 90 years; the Ryman Auditorium, the
storied former home of the Grand Ole Opry located in downtown Nashville;
and WSM-AM, the Opry’s radio home. For additional information about
Ryman Hospitality Properties, visit www.rymanhp.com.
Cautionary Note Regarding Forward-Looking
Statements
This press release contains statements as to the Company’s beliefs and
expectations of the outcome of future events that are forward-looking
statements as defined in the Private Securities Litigation Reform Act of
1995. You can identify these statements by the fact that they do not
relate strictly to historical or current facts. Examples of these
statements include, but are not limited to, statements regarding the
future performance of our business, the effect of the Company’s election
of REIT status, the amount of REIT conversion or other costs relating to
the restructuring transactions, anticipated cost synergies and revenue
enhancements from the Marriott relationship, the effect of and degree of
success of the joint action plan to improve the performance of the
Hospitality segment, the expected approach to making dividend payments,
the board’s ability to alter the dividend policy at any time, and other
business or operational issues. These forward-looking statements are
subject to risks and uncertainties that could cause actual results to
differ materially from the statements made. These include the risks and
uncertainties associated with economic conditions affecting the
hospitality business generally, the geographic concentration of the
Company’s hotel properties, business levels at the Company’s hotels, the
effect of the Company’s election to be taxed as a REIT for federal
income tax purposes effective for the year ending December 31, 2013, the
Company’s ability to remain qualified as a REIT, the Company’s ability
to execute its strategic goals as a REIT, the effects of business
disruption related to the Marriott management transition and the REIT
conversion, the Company’s ability to realize cost savings and revenue
enhancements from the REIT conversion and the Marriott transaction, the
Company’s ability to generate cash flows to support dividends, future
board determinations regarding the timing and amount of dividends and
changes to the dividend policy, which could be made at any time, the
determination of Adjusted FFO and REIT taxable income, and the Company’s
ability to borrow funds pursuant to its credit agreements. Other factors
that could cause operating and financial results to differ are described
in the filings made from time to time by the Company with the U.S.
Securities and Exchange Commission (SEC) and include the risk factors
described in the Company’s Annual Report on Form 10-K for the fiscal
year ended December 31, 2012 and its Quarterly Report on Form 10-Q for
the fiscal quarter ended March 31, 2013. The Company does not undertake
any obligation to release publicly any revisions to forward-looking
statements made by it to reflect events or circumstances occurring after
the date hereof or the occurrence of unanticipated events.
Additional Information
This release should be read in conjunction with the consolidated
financial statements and notes thereto included in our most recent
report on Form 10-K. Copies of our reports are available on our website
at no expense at www.rymanhp.com
and through the SEC’s Electronic Data Gathering Analysis and Retrieval
System (“EDGAR”) at www.sec.gov.
Retail Adjusted Revenue
Under Marriott International, Inc.’s management of Gaylord Opryland,
Gaylord Texan, and Gaylord National, the retail operations of such
hotels were outsourced to a third party retailer beginning in the fourth
quarter of 2012. The properties now receive rental lease payments rather
than full retail revenue and associated expense. The net impact of this
change lowered overall retail revenue for each affected property. During
the second quarter of 2013 the change resulted in revenue decreases of
approximately $2.9 million (Gaylord Opryland–$1.8 million, Gaylord
Texan–$0.7 million, and Gaylord National–$0.5 million). The change
impacted consolidated revenue, Hospitality segment revenue, property
revenue, and Total RevPAR as explained below. To enable
period-over-period comparison, we have included adjusted 2012 revenue
and 2012 Total RevPAR figures to reflect the elimination of retail
revenues from operations that have been outsourced in the 2013 period.
No adjustments were made to the Gaylord Palms’ results due to the fact
that during all periods presented, retail operations were outsourced at
that property. A reconciliation of actual revenue to Retail Adjusted
Revenue for the 2012 period is set forth below under “Supplemental
Financial Results.”
Calculation of RevPAR and Total RevPAR
We calculate revenue per available room (“RevPAR”) for our hotels by
dividing room revenue by room nights available to guests for the period.
We calculate total revenue per available room (“Total RevPAR”) for our
hotels by dividing the sum of room revenue, food & beverage, and other
ancillary services revenue by room nights available to guests for the
period. We calculate retail adjusted total revenue per available room
(“Retail Adjusted Total RevPAR”) for our hotels for 2012 by dividing the
sum of room revenue, food & beverage, and other ancillary services
revenue minus the retail inventory adjustment for the period by room
nights available to guests for the period.
Under Marriott International, Inc.’s management of Gaylord Opryland,
Gaylord Texan, and Gaylord National, the retail operations of such
hotels were outsourced to a third party retailer beginning in the fourth
quarter of 2012. The properties now receive rental lease payments rather
than full retail revenue and associated expense. The net impact of this
change lowered overall retail revenue for each affected property. To
enable period-over-period comparison, we have based 2013 Total RevPAR
guidance on 2012 Retail Adjusted Revenue and 2012 Retail Adjusted Total
RevPAR figures, which reflect the elimination from the 2012 figures of
retail revenues from operations that have been outsourced in the 2013
period. No adjustments were made to the Gaylord Palms’ revenue due to
the fact that during all periods presented, retail operations were
outsourced at that property. A presentation of actual revenue and Retail
Adjusted Revenue for the 2012 period is set forth below under
“Supplemental Financial Results.”
RevPAR estimated annual change included in our guidance is based on 2012
RevPAR of $123.36 (as adjusted to reflect a change in room counting
methods that does not exclude renovation rooms from the calculation of
rooms available, per Marriott room counting methods), and Total RevPAR
estimated annual change is based on 2012 Retail Adjusted Total RevPAR of
$306.41 (as adjusted to reflect the elimination from the first three
quarters of 2012 of revenues from retail operations that were outsourced
to a third-party retailer beginning in the fourth quarter of 2012, as
well as Marriott room counting methods).
Non-GAAP Financial Measures
We present the following non-GAAP financial measures we believe are
useful to investors as key measures of our operating performance:
Adjusted EBITDA, Adjusted FFO and Retail Adjusted Revenue, as described
above.
To calculate Adjusted EBITDA, we determine EBITDA, which represents net
income (loss) determined in accordance with GAAP, plus loss (income)
from discontinued operations, net; provision (benefit) for income taxes;
other (gains) and losses, net; (income) loss from unconsolidated
entities; interest expense; and depreciation and amortization, less
interest income. Adjusted EBITDA is calculated as EBITDA plus preopening
costs; non-cash ground lease expense; equity-based compensation expense;
impairment charges; any closing costs of completed acquisitions;
interest income on Gaylord National bonds; other gains (and losses);
REIT conversion costs and any other adjustments we have identified in
this release. We believe Adjusted EBITDA is useful to investors in
evaluating our operating performance because this measure helps
investors evaluate and compare the results of our operations from period
to period by removing the impact of our capital structure (primarily
interest expense) and our asset base (primarily depreciation and
amortization) from our operating results. A reconciliation of net income
(loss) to EBITDA and Adjusted EBITDA and a reconciliation of segment
operating income to segment Adjusted EBITDA are set forth below under
“Supplemental Financial Results.” Our method of calculating Adjusted
EBITDA as used herein differs from the method we used to calculate
Adjusted EBITDA as presented in press releases covering periods prior to
2013. Our net income and Adjusted EBITDA do not reflect the impact of
the loss on the call spread settlement related to our convertible notes
repurchase.
We calculate Adjusted FFO to mean net income (loss) (computed in
accordance with GAAP), excluding non-controlling interests, and gains
and losses from sales of property; plus depreciation and amortization
(excluding amortization of deferred financing costs and debt discounts)
and impairment losses; we also exclude written-off deferred financing
costs, non-cash ground lease expense, amortization of debt discounts and
amortization of deferred financing costs; and gain (loss) on
extinguishment of debt, and subtract certain capital expenditures (the
required FF&E reserves for our managed properties plus maintenance
capital expenditures for our non-managed properties). We also exclude
the effect of the non-cash income tax benefit relating to the REIT
conversion. We have presented Adjusted FFO both excluding and including
REIT conversion costs. We believe that the presentation of Adjusted FFO
provides useful information to investors regarding our operating
performance because it is a measure of our operations without regard to
specified non-cash items such as real estate depreciation and
amortization, gain or loss on sale of assets and certain other items
which we believe are not indicative of the performance of our underlying
hotel properties. We believe that these items are more representative of
our asset base than our ongoing operations. We also use Adjusted FFO as
one measure in determining our results after taking into account the
impact of our capital structure. A reconciliation of net income (loss)
to Adjusted FFO is set forth below under “Supplemental Financial
Results.” Our Adjusted FFO does not reflect the impact of the loss on
the call spread settlement related to our convertible notes repurchase.
We caution investors that amounts presented in accordance with our
definitions of Adjusted EBITDA and Adjusted FFO may not be comparable to
similar measures disclosed by other companies, because not all companies
calculate these non-GAAP measures in the same manner. Adjusted EBITDA
and Adjusted FFO, and any related per share measures, should not be
considered as alternative measures of our net income (loss), operating
performance, cash flow or liquidity. Adjusted EBITDA and Adjusted FFO
may include funds that may not be available for our discretionary use
due to functional requirements to conserve funds for capital
expenditures and property acquisitions and other commitments and
uncertainties. Although we believe that Adjusted EBITDA and Adjusted FFO
can enhance an investor’s understanding of our results of operations,
these non-GAAP financial measures, when viewed individually, are not
necessarily better indicators of any trend as compared to GAAP measures
such as net income (loss) or cash flow from operations. In addition, you
should be aware that adverse economic and market and other conditions
may harm our cash flow.
|
RYMAN HOSPITALITY PROPERTIES, INC. AND SUBSIDIARIES
|
CONDENSED CONSOLIDATED STATEMENTS OF OPERATIONS
|
Unaudited
|
(In thousands, except per share data)
|
|
|
|
|
|
|
Three Months Ended Jun. 30,
|
|
|
Six Months Ended Jun. 30,
|
|
|
|
2013
|
|
2012
|
|
|
2013
|
|
2012
|
Revenues :
|
|
|
|
|
|
|
|
|
|
|
Rooms
|
|
|
$
|
96,073
|
|
|
$
|
99,982
|
|
|
|
$
|
181,582
|
|
|
$
|
187,516
|
|
Food and beverage
|
|
|
|
99,309
|
|
|
|
101,224
|
|
|
|
|
197,497
|
|
|
|
209,300
|
|
Other hotel revenue
|
|
|
|
27,449
|
|
|
|
31,841
|
|
|
|
|
53,333
|
|
|
|
62,279
|
|
Opry and Attractions
|
|
|
|
22,352
|
|
|
|
20,182
|
|
|
|
|
34,884
|
|
|
|
33,049
|
|
Total revenues
|
|
|
|
245,183
|
|
|
|
253,229
|
|
|
|
|
467,296
|
|
|
|
492,144
|
|
|
|
|
|
|
|
|
|
|
|
|
Operating expenses:
|
|
|
|
|
|
|
|
|
|
|
Rooms
|
|
|
|
26,564
|
|
|
|
24,797
|
|
|
|
|
51,651
|
|
|
|
47,765
|
|
Food and beverage
|
|
|
|
60,406
|
|
|
|
60,644
|
|
|
|
|
121,654
|
|
|
|
122,258
|
|
Other hotel expenses
|
|
|
|
68,583
|
|
|
|
74,836
|
|
|
|
|
138,151
|
|
|
|
147,730
|
|
Management fees
|
|
|
|
3,724
|
|
|
|
-
|
|
|
|
|
7,193
|
|
|
|
-
|
|
Total hotel operating expenses
|
|
|
|
159,277
|
|
|
|
160,277
|
|
|
|
|
318,649
|
|
|
|
317,753
|
|
Opry and Attractions
|
|
|
|
14,629
|
|
|
|
14,075
|
|
|
|
|
25,915
|
|
|
|
24,832
|
|
Corporate
|
|
|
|
6,636
|
|
|
|
13,260
|
|
|
|
|
13,302
|
|
|
|
26,266
|
|
REIT conversion costs
|
|
|
|
5,420
|
|
|
|
3,375
|
|
|
|
|
20,412
|
|
|
|
6,428
|
|
Casualty loss
|
|
|
|
17
|
|
|
|
372
|
|
|
|
|
49
|
|
|
|
546
|
|
Preopening costs
|
|
|
|
-
|
|
|
|
8
|
|
|
|
|
-
|
|
|
|
339
|
|
Impairment and other charges (non-REIT conversion costs)
|
|
|
|
1,247
|
|
|
|
-
|
|
|
|
|
1,247
|
|
|
|
-
|
|
Depreciation and amortization
|
|
|
|
29,054
|
|
|
|
30,254
|
|
|
|
|
61,063
|
|
|
|
62,688
|
|
Total operating expenses
|
|
|
|
216,280
|
|
|
|
221,621
|
|
|
|
|
440,637
|
|
|
|
438,852
|
|
|
Operating income
|
|
|
|
28,903
|
|
|
|
31,608
|
|
|
|
|
26,659
|
|
|
|
53,292
|
|
|
Interest expense, net of amounts capitalized
|
|
|
|
(17,424
|
)
|
|
|
(14,451
|
)
|
|
|
|
(30,747
|
)
|
|
|
(28,813
|
)
|
Interest income
|
|
|
|
3,052
|
|
|
|
3,021
|
|
|
|
|
6,103
|
|
|
|
6,175
|
|
Income from unconsolidated companies
|
|
|
|
-
|
|
|
|
109
|
|
|
|
|
-
|
|
|
|
109
|
|
Other gains and (losses), net
|
|
|
|
53
|
|
|
|
-
|
|
|
|
|
47
|
|
|
|
-
|
|
Income before income taxes
|
|
|
|
14,584
|
|
|
|
20,287
|
|
|
|
|
2,062
|
|
|
|
30,763
|
|
|
(Provision) benefit for income taxes
|
|
|
|
1,784
|
|
|
|
(11,314
|
)
|
|
|
|
68,076
|
|
|
|
(15,783
|
)
|
Income from continuing operations
|
|
|
|
16,368
|
|
|
|
8,973
|
|
|
|
|
70,138
|
|
|
|
14,980
|
|
|
Income (loss) from discontinued operations, net of taxes
|
|
|
|
11
|
|
|
|
(19
|
)
|
|
|
|
21
|
|
|
|
2
|
|
Net income
|
|
|
|
16,379
|
|
|
|
8,954
|
|
|
|
|
70,159
|
|
|
|
14,982
|
|
|
Loss on call spread modification related to convertible notes
|
|
|
|
(4,869
|
)
|
|
|
-
|
|
|
|
|
(4,869
|
)
|
|
|
-
|
|
Net income available to common shareholders
|
|
|
$
|
11,510
|
|
|
$
|
8,954
|
|
|
|
$
|
65,290
|
|
|
$
|
14,982
|
|
|
Basic net income per share available to
common shareholders:
|
|
|
|
Income from continuing operations
|
|
|
$
|
0.22
|
|
|
$
|
0.18
|
|
|
|
$
|
1.26
|
|
|
$
|
0.31
|
|
Income from discontinued operations, net of taxes
|
|
|
|
-
|
|
|
|
-
|
|
|
|
|
-
|
|
|
|
-
|
|
Net income
|
|
|
$
|
0.22
|
|
|
$
|
0.18
|
|
|
|
$
|
1.26
|
|
|
$
|
0.31
|
|
|
|
|
|
|
|
|
|
|
|
|
Fully diluted net income per share available
to common shareholders:
|
|
|
|
Income from continuing operations
|
|
|
$
|
0.18
|
|
|
$
|
0.17
|
|
|
|
$
|
0.99
|
|
|
$
|
0.29
|
|
Income from discontinued operations, net of taxes
|
|
|
|
-
|
|
|
|
-
|
|
|
|
|
-
|
|
|
|
-
|
|
Net income
|
|
|
$
|
0.18
|
|
|
$
|
0.17
|
|
|
|
$
|
0.99
|
|
|
$
|
0.29
|
|
|
Weighted average common shares for the
period:
|
|
|
|
Basic
|
|
|
|
51,244
|
|
|
|
48,974
|
|
|
|
|
51,832
|
|
|
|
48,844
|
|
Diluted (1)
|
|
|
|
64,890
|
|
|
|
53,174
|
|
|
|
|
65,987
|
|
|
|
51,402
|
|
|
|
(1)
|
Represents GAAP calculation of diluted shares and does not consider
anti-dilutive effect of the Company's purchased call options
associated with its convertible notes. For the three months ended
June 30, 2013 and 2012, the purchased call options effectively
reduce dilution by approximately 7.5 million and 2.8 million shares
of common stock, respectively. For the six months ended June 30,
2013 and 2012, the purchased call options effectively reduce
dilution by approximately 7.7 million and 1.9 million shares of
common stock, respectively.
|
|
RYMAN HOSPITALITY PROPERTIES, INC. AND SUBSIDIARIES
|
CONDENSED CONSOLIDATED BALANCE SHEETS
|
Unaudited
|
(In thousands)
|
|
|
|
|
|
|
|
|
|
|
Jun. 30, 2013
|
|
|
Dec. 31, 2012
|
|
|
|
|
|
|
|
ASSETS:
|
|
|
|
|
|
|
Property and equipment, net of accumulated depreciation
|
|
|
$
|
2,103,975
|
|
|
$
|
2,148,999
|
Cash and cash equivalents - unrestricted
|
|
|
|
44,400
|
|
|
|
97,170
|
Cash and cash equivalents - restricted
|
|
|
|
14,483
|
|
|
|
6,210
|
Notes receivable
|
|
|
|
151,978
|
|
|
|
149,400
|
Trade receivables, net
|
|
|
|
74,450
|
|
|
|
55,343
|
Deferred financing costs
|
|
|
|
22,254
|
|
|
|
11,347
|
Prepaid expenses and other assets
|
|
|
|
55,345
|
|
|
|
63,982
|
Total assets
|
|
|
$
|
2,466,885
|
|
|
$
|
2,532,451
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
LIABILITIES AND STOCKHOLDERS' EQUITY:
|
|
|
|
|
|
|
Debt and capital lease obligations
|
|
|
$
|
1,154,663
|
|
|
$
|
1,031,863
|
Accounts payable and accrued liabilities
|
|
|
|
147,438
|
|
|
|
218,461
|
Deferred income taxes
|
|
|
|
38,274
|
|
|
|
88,938
|
Deferred management rights proceeds
|
|
|
|
184,884
|
|
|
|
186,346
|
Dividends payable
|
|
|
|
25,600
|
|
|
|
-
|
Other liabilities
|
|
|
|
126,018
|
|
|
|
153,245
|
Stockholders' equity
|
|
|
|
790,008
|
|
|
|
853,598
|
Total liabilities and stockholders' equity
|
|
|
$
|
2,466,885
|
|
|
$
|
2,532,451
|
|
|
RYMAN HOSPITALITY PROPERTIES, INC. AND SUBSIDIARIES
|
SUPPLEMENTAL FINANCIAL RESULTS
|
ADJUSTED EBITDA RECONCILIATION
|
Unaudited
|
(in thousands)
|
|
|
|
|
|
Three Months Ended Jun. 30,
|
|
|
Six Months Ended Jun. 30,
|
|
|
|
2013
|
|
2012
|
|
|
2013
|
|
2012
|
|
|
|
$
|
|
|
Margin
|
|
$
|
|
|
Margin
|
|
|
$
|
|
|
Margin
|
|
$
|
|
|
Margin
|
Consolidated
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Revenue
|
|
|
$
|
245,183
|
|
|
|
|
|
$
|
253,229
|
|
|
|
|
|
|
$
|
467,296
|
|
|
|
|
|
$
|
492,144
|
|
|
|
|
Net income
|
|
|
$
|
16,379
|
|
|
|
|
|
$
|
8,954
|
|
|
|
|
|
|
$
|
70,159
|
|
|
|
|
|
$
|
14,982
|
|
|
|
|
(Income) loss from discontinued operations, net of taxes
|
|
|
|
(11
|
)
|
|
|
|
|
|
19
|
|
|
|
|
|
|
|
(21
|
)
|
|
|
|
|
|
(2
|
)
|
|
|
|
Provision (benefit) for income taxes
|
|
|
|
(1,784
|
)
|
|
|
|
|
|
11,314
|
|
|
|
|
|
|
|
(68,076
|
)
|
|
|
|
|
|
15,783
|
|
|
|
|
Other (gains) and losses, net
|
|
|
|
(53
|
)
|
|
|
|
|
|
-
|
|
|
|
|
|
|
|
(47
|
)
|
|
|
|
|
|
-
|
|
|
|
|
Income from unconsolidated companies
|
|
|
|
-
|
|
|
|
|
|
|
(109
|
)
|
|
|
|
|
|
|
-
|
|
|
|
|
|
|
(109
|
)
|
|
|
|
Interest expense, net
|
|
|
|
14,372
|
|
|
|
|
|
|
11,430
|
|
|
|
|
|
|
|
24,644
|
|
|
|
|
|
|
22,638
|
|
|
|
|
Depreciation & amortization
|
|
|
|
29,054
|
|
|
|
|
|
|
30,254
|
|
|
|
|
|
|
|
61,063
|
|
|
|
|
|
|
62,688
|
|
|
|
|
EBITDA
|
|
|
|
57,957
|
|
|
|
23.6
|
%
|
|
|
61,862
|
|
|
|
24.4
|
%
|
|
|
|
87,722
|
|
|
|
18.8
|
%
|
|
|
115,980
|
|
|
|
23.6
|
%
|
Preopening costs
|
|
|
|
-
|
|
|
|
|
|
|
8
|
|
|
|
|
|
|
|
-
|
|
|
|
|
|
|
339
|
|
|
|
|
Non-cash lease expense
|
|
|
|
1,398
|
|
|
|
|
|
|
1,426
|
|
|
|
|
|
|
|
2,797
|
|
|
|
|
|
|
2,852
|
|
|
|
|
Equity-based compensation
|
|
|
|
1,773
|
|
|
|
|
|
|
2,921
|
|
|
|
|
|
|
|
3,167
|
|
|
|
|
|
|
5,277
|
|
|
|
|
Impairment charges (non-REIT conversion costs)
|
|
|
|
1,247
|
|
|
|
|
|
|
-
|
|
|
|
|
|
|
|
1,247
|
|
|
|
|
|
|
-
|
|
|
|
|
Interest income on Gaylord National bonds
|
|
|
|
3,051
|
|
|
|
|
|
|
3,018
|
|
|
|
|
|
|
|
6,099
|
|
|
|
|
|
|
6,168
|
|
|
|
|
Other gains and (losses), net
|
|
|
|
53
|
|
|
|
|
|
|
-
|
|
|
|
|
|
|
|
47
|
|
|
|
|
|
|
-
|
|
|
|
|
Gain on disposal of assets
|
|
|
|
(53
|
)
|
|
|
|
|
|
-
|
|
|
|
|
|
|
|
(52
|
)
|
|
|
|
|
|
-
|
|
|
|
|
Casualty loss
|
|
|
|
17
|
|
|
|
|
|
|
372
|
|
|
|
|
|
|
|
49
|
|
|
|
|
|
|
546
|
|
|
|
|
REIT conversion costs
|
|
|
|
5,420
|
|
|
|
|
|
|
3,375
|
|
|
|
|
|
|
|
20,412
|
|
|
|
|
|
|
6,428
|
|
|
|
|
Adjusted EBITDA
|
|
|
$
|
70,863
|
|
|
|
28.9
|
%
|
|
$
|
72,982
|
|
|
|
28.8
|
%
|
|
|
$
|
121,488
|
|
|
|
26.0
|
%
|
|
$
|
137,590
|
|
|
|
28.0
|
%
|
|
Hospitality segment
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Revenue
|
|
|
$
|
222,831
|
|
|
|
|
|
$
|
233,047
|
|
|
|
|
|
|
$
|
432,412
|
|
|
|
|
|
$
|
459,095
|
|
|
|
|
Operating income
|
|
|
|
35,542
|
|
|
|
|
|
|
46,415
|
|
|
|
|
|
|
|
53,203
|
|
|
|
|
|
|
86,120
|
|
|
|
|
Depreciation & amortization
|
|
|
|
25,528
|
|
|
|
|
|
|
26,347
|
|
|
|
|
|
|
|
52,329
|
|
|
|
|
|
|
54,883
|
|
|
|
|
Preopening costs
|
|
|
|
-
|
|
|
|
|
|
|
8
|
|
|
|
|
|
|
|
-
|
|
|
|
|
|
|
339
|
|
|
|
|
Non-cash lease expense
|
|
|
|
1,398
|
|
|
|
|
|
|
1,426
|
|
|
|
|
|
|
|
2,797
|
|
|
|
|
|
|
2,852
|
|
|
|
|
Equity-based compensation
|
|
|
|
-
|
|
|
|
|
|
|
944
|
|
|
|
|
|
|
|
-
|
|
|
|
|
|
|
1,727
|
|
|
|
|
Impairment charges (non-REIT conversion costs)
|
|
|
|
1,247
|
|
|
|
|
|
|
-
|
|
|
|
|
|
|
|
1,247
|
|
|
|
|
|
|
-
|
|
|
|
|
Interest income on Gaylord National bonds
|
|
|
|
3,051
|
|
|
|
|
|
|
3,018
|
|
|
|
|
|
|
|
6,099
|
|
|
|
|
|
|
6,168
|
|
|
|
|
Other gains and (losses), net
|
|
|
|
53
|
|
|
|
|
|
|
-
|
|
|
|
|
|
|
|
47
|
|
|
|
|
|
|
-
|
|
|
|
|
Gain on disposal of assets
|
|
|
|
(53
|
)
|
|
|
|
|
|
-
|
|
|
|
|
|
|
|
(52
|
)
|
|
|
|
|
|
-
|
|
|
|
|
REIT conversion costs
|
|
|
|
1,237
|
|
|
|
|
|
|
-
|
|
|
|
|
|
|
|
6,984
|
|
|
|
|
|
|
-
|
|
|
|
|
Adjusted EBITDA
|
|
|
$
|
68,003
|
|
|
|
30.5
|
%
|
|
$
|
78,158
|
|
|
|
33.5
|
%
|
|
|
$
|
122,654
|
|
|
|
28.4
|
%
|
|
$
|
152,089
|
|
|
|
33.1
|
%
|
|
Opry and Attractions segment
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Revenue
|
|
|
$
|
22,352
|
|
|
|
|
|
$
|
20,182
|
|
|
|
|
|
|
$
|
34,884
|
|
|
|
|
|
$
|
33,049
|
|
|
|
|
Operating income
|
|
|
|
6,371
|
|
|
|
|
|
|
4,700
|
|
|
|
|
|
|
|
6,181
|
|
|
|
|
|
|
5,384
|
|
|
|
|
Depreciation & amortization
|
|
|
|
1,319
|
|
|
|
|
|
|
1,278
|
|
|
|
|
|
|
|
2,685
|
|
|
|
|
|
|
2,563
|
|
|
|
|
Equity-based compensation
|
|
|
|
133
|
|
|
|
|
|
|
81
|
|
|
|
|
|
|
|
262
|
|
|
|
|
|
|
144
|
|
|
|
|
Casualty loss
|
|
|
|
-
|
|
|
|
|
|
|
129
|
|
|
|
|
|
|
|
-
|
|
|
|
|
|
|
270
|
|
|
|
|
REIT conversion costs
|
|
|
|
33
|
|
|
|
|
|
|
-
|
|
|
|
|
|
|
|
103
|
|
|
|
|
|
|
-
|
|
|
|
|
Adjusted EBITDA
|
|
|
$
|
7,856
|
|
|
|
35.1
|
%
|
|
$
|
6,188
|
|
|
|
30.7
|
%
|
|
|
$
|
9,231
|
|
|
|
26.5
|
%
|
|
$
|
8,361
|
|
|
|
25.3
|
%
|
|
Corporate and Other segment
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Operating loss
|
|
|
|
(13,010
|
)
|
|
|
|
|
|
(19,507
|
)
|
|
|
|
|
|
|
(32,725
|
)
|
|
|
|
|
|
(38,212
|
)
|
|
|
|
Depreciation & amortization
|
|
|
|
2,207
|
|
|
|
|
|
|
2,629
|
|
|
|
|
|
|
|
6,049
|
|
|
|
|
|
|
5,242
|
|
|
|
|
Equity-based compensation
|
|
|
|
1,640
|
|
|
|
|
|
|
1,896
|
|
|
|
|
|
|
|
2,905
|
|
|
|
|
|
|
3,406
|
|
|
|
|
Casualty loss
|
|
|
|
17
|
|
|
|
|
|
|
243
|
|
|
|
|
|
|
|
49
|
|
|
|
|
|
|
276
|
|
|
|
|
REIT conversion costs
|
|
|
|
4,150
|
|
|
|
|
|
|
3,375
|
|
|
|
|
|
|
|
13,325
|
|
|
|
|
|
|
6,428
|
|
|
|
|
Adjusted EBITDA
|
|
|
$
|
(4,996
|
)
|
|
|
|
|
$
|
(11,364
|
)
|
|
|
|
|
|
$
|
(10,397
|
)
|
|
|
|
|
$
|
(22,860
|
)
|
|
|
|
|
|
|
RYMAN HOSPITALITY PROPERTIES, INC. AND SUBSIDIARIES
|
SUPPLEMENTAL FINANCIAL RESULTS
|
FUNDS FROM OPERATIONS ("FFO") AND ADJUSTED FFO RECONCILIATION
|
Unaudited
|
(in thousands, except per share data)
|
|
|
|
|
|
Three Months Ended Jun. 30,
|
|
|
|
Six Months Ended Jun. 30,
|
|
|
|
2013
|
|
2012
|
|
|
|
2013
|
|
2012
|
|
|
|
$
|
|
$
|
|
|
|
$
|
|
$
|
Consolidated
|
|
|
|
|
|
|
|
|
|
|
|
Net income (1)
|
|
|
$
|
16,379
|
|
|
$
|
8,954
|
|
|
|
|
$
|
70,159
|
|
|
$
|
14,982
|
|
Depreciation & amortization
|
|
|
|
29,054
|
|
|
|
30,254
|
|
|
|
|
|
61,063
|
|
|
|
62,688
|
|
(Gains) losses on sale of real estate assets
|
|
|
|
(53
|
)
|
|
|
-
|
|
|
|
|
|
(52
|
)
|
|
|
-
|
|
FFO
|
|
|
|
45,380
|
|
|
|
39,208
|
|
|
|
|
|
131,170
|
|
|
|
77,670
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Capital expenditures (2)
|
|
|
|
(7,126
|
)
|
|
|
(14,044
|
)
|
|
|
|
|
(14,873
|
)
|
|
|
(27,886
|
)
|
Non-cash lease expense
|
|
|
|
1,398
|
|
|
|
1,426
|
|
|
|
|
|
2,797
|
|
|
|
2,852
|
|
Impairment charges
|
|
|
|
1,654
|
|
|
|
-
|
|
|
|
|
|
1,786
|
|
|
|
-
|
|
Write-off of deferred financing costs
|
|
|
|
1,301
|
|
|
|
-
|
|
|
|
|
|
1,845
|
|
|
|
-
|
|
Amortization of deferred financing costs
|
|
|
|
1,477
|
|
|
|
1,212
|
|
|
|
|
|
2,642
|
|
|
|
2,423
|
|
Amortization of debt discounts
|
|
|
|
3,744
|
|
|
|
3,447
|
|
|
|
|
|
7,337
|
|
|
|
6,754
|
|
Noncash tax benefit resulting from REIT conversion
|
|
|
|
923
|
|
|
|
-
|
|
|
|
|
|
(60,417
|
)
|
|
|
-
|
|
Adjusted FFO (1)
|
|
|
$
|
48,751
|
|
|
$
|
31,249
|
|
|
|
|
$
|
72,287
|
|
|
$
|
61,813
|
|
REIT conversion costs (tax effected)
|
|
|
|
2,749
|
|
|
|
2,144
|
|
|
|
|
|
14,087
|
|
|
|
4,088
|
|
Adjusted FFO excluding REIT conversion costs (1)
|
|
|
$
|
51,500
|
|
|
$
|
33,393
|
|
|
|
|
$
|
86,374
|
|
|
$
|
65,901
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
FFO per basic share
|
|
|
$
|
0.89
|
|
|
$
|
0.80
|
|
|
|
|
$
|
2.53
|
|
|
$
|
1.59
|
|
Adjusted FFO per basic share
|
|
|
$
|
0.95
|
|
|
$
|
0.64
|
|
|
|
|
$
|
1.39
|
|
|
$
|
1.27
|
|
Adjusted FFO (excl. REIT conversion costs) per basic share
|
|
|
$
|
1.00
|
|
|
$
|
0.68
|
|
|
|
|
$
|
1.67
|
|
|
$
|
1.35
|
|
|
|
|
|
|
|
|
|
|
|
|
|
FFO per diluted share (3)
|
|
|
$
|
0.70
|
|
|
$
|
0.74
|
|
|
|
|
$
|
1.99
|
|
|
$
|
1.51
|
|
Adjusted FFO per diluted share (3)
|
|
|
$
|
0.75
|
|
|
$
|
0.59
|
|
|
|
|
$
|
1.10
|
|
|
$
|
1.20
|
|
Adjusted FFO (excl. REIT conversion costs) per diluted share (3)
|
|
|
$
|
0.79
|
|
|
$
|
0.63
|
|
|
|
|
$
|
1.31
|
|
|
$
|
1.28
|
|
|
|
(1)
|
As the impact of the loss on the call spread modification related to
the repurchase of our convertible notes repurchase does not
represent a charge to net income, net income, adjusted FFO and
adjusted FFO excluding REIT conversion costs do not include this
loss.
|
|
(2)
|
Represents FF&E reserve for managed properties and maintenance
capital expenditures for non-managed properties.
|
|
(3)
|
The GAAP calculation of diluted shares does not consider the
anti-dilutive effect of the Company's purchased call options
associated with its convertible notes. For the three months ended
June 30, 2013 and 2012, the purchased call options effectively
reduce dilution by approximately 7.5 million and 2.8 million shares,
respectively. For the six months ended June 30, 2013 and 2012, the
purchased call options effectively reduce dilution by approximately
7.7 million and 1.9 million shares, respectively.
|
|
RYMAN HOSPITALITY PROPERTIES, INC. AND SUBSIDIARIES
|
SUPPLEMENTAL FINANCIAL RESULTS
|
Unaudited
|
(in thousands, except operating metrics)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Three Months Ended Jun. 30,
|
|
Six Months Ended Jun. 30,
|
|
|
2013
|
|
2012 (1)
|
|
2013
|
|
2012 (1)
|
|
|
|
|
|
|
|
|
|
HOSPITALITY OPERATING METRICS:
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Hospitality Segment
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Occupancy
|
|
|
73.9%
|
|
|
|
76.8%
|
|
|
|
70.7%
|
|
|
|
72.8%
|
|
Average daily rate (ADR)
|
|
$
|
176.33
|
|
|
$
|
176.60
|
|
|
$
|
175.15
|
|
|
$
|
174.81
|
|
RevPAR
|
|
$
|
130.37
|
|
|
$
|
135.68
|
|
|
$
|
123.88
|
|
|
$
|
127.23
|
|
OtherPAR
|
|
$
|
171.92
|
|
|
$
|
180.57
|
|
|
$
|
171.05
|
|
|
$
|
184.27
|
|
Total RevPAR
|
|
$
|
302.29
|
|
|
$
|
316.25
|
|
|
$
|
294.93
|
|
|
$
|
311.50
|
|
|
|
|
|
|
|
|
|
|
Revenue
|
|
$
|
222,831
|
|
|
$
|
233,047
|
|
|
$
|
432,412
|
|
|
$
|
459,095
|
|
Adjusted EBITDA
|
|
$
|
68,003
|
|
|
$
|
78,158
|
|
|
$
|
122,654
|
|
|
$
|
152,089
|
|
Adjusted EBITDA Margin
|
|
|
30.5%
|
|
|
|
33.5%
|
|
|
|
28.4%
|
|
|
|
33.1%
|
|
|
|
|
|
|
|
|
|
|
Gaylord Opryland
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Occupancy
|
|
|
70.6%
|
|
|
|
78.3%
|
|
|
|
70.5%
|
|
|
|
72.2%
|
|
Average daily rate (ADR)
|
|
$
|
158.78
|
|
|
$
|
164.01
|
|
|
$
|
158.06
|
|
|
$
|
161.26
|
|
RevPAR
|
|
$
|
112.12
|
|
|
$
|
128.41
|
|
|
$
|
111.44
|
|
|
$
|
116.48
|
|
OtherPAR
|
|
$
|
138.05
|
|
|
$
|
154.43
|
|
|
$
|
145.80
|
|
|
$
|
159.67
|
|
Total RevPAR
|
|
$
|
250.17
|
|
|
$
|
282.84
|
|
|
$
|
257.24
|
|
|
$
|
276.15
|
|
|
|
|
|
|
|
|
|
|
Revenue
|
|
$
|
65,707
|
|
|
$
|
74,179
|
|
|
$
|
134,315
|
|
|
$
|
144,848
|
|
Adjusted EBITDA
|
|
$
|
19,171
|
|
|
$
|
23,979
|
|
|
$
|
40,404
|
|
|
$
|
46,874
|
|
Adjusted EBITDA Margin
|
|
|
29.2%
|
|
|
|
32.3%
|
|
|
|
30.1%
|
|
|
|
32.4%
|
|
|
|
|
|
|
|
|
|
|
Gaylord Palms
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Occupancy
|
|
|
78.3%
|
|
|
|
80.1%
|
|
|
|
79.1%
|
|
|
|
81.0%
|
|
Average daily rate (ADR)
|
|
$
|
165.06
|
|
|
$
|
171.08
|
|
|
$
|
171.71
|
|
|
$
|
176.95
|
|
RevPAR
|
|
$
|
129.18
|
|
|
$
|
137.08
|
|
|
$
|
135.79
|
|
|
$
|
143.26
|
|
OtherPAR
|
|
$
|
202.13
|
|
|
$
|
209.58
|
|
|
$
|
214.78
|
|
|
$
|
231.45
|
|
Total RevPAR
|
|
$
|
331.31
|
|
|
$
|
346.66
|
|
|
$
|
350.57
|
|
|
$
|
374.71
|
|
|
|
|
|
|
|
|
|
|
Revenue
|
|
$
|
42,389
|
|
|
$
|
44,353
|
|
|
$
|
88,831
|
|
|
$
|
95,885
|
|
Adjusted EBITDA
|
|
$
|
11,849
|
|
|
$
|
13,997
|
|
|
$
|
24,635
|
|
|
$
|
34,209
|
|
Adjusted EBITDA Margin
|
|
|
28.0%
|
|
|
|
31.6%
|
|
|
|
27.7%
|
|
|
|
35.7%
|
|
|
|
|
|
|
|
|
|
|
Gaylord Texan
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Occupancy
|
|
|
73.4%
|
|
|
|
71.2%
|
|
|
|
70.8%
|
|
|
|
70.3%
|
|
Average daily rate (ADR)
|
|
$
|
177.18
|
|
|
$
|
173.92
|
|
|
$
|
176.20
|
|
|
$
|
175.81
|
|
RevPAR
|
|
$
|
129.99
|
|
|
$
|
123.87
|
|
|
$
|
124.75
|
|
|
$
|
123.65
|
|
OtherPAR
|
|
$
|
189.70
|
|
|
$
|
199.60
|
|
|
$
|
199.46
|
|
|
$
|
213.63
|
|
Total RevPAR
|
|
$
|
319.69
|
|
|
$
|
323.47
|
|
|
$
|
324.21
|
|
|
$
|
337.28
|
|
|
|
|
|
|
|
|
|
|
Revenue
|
|
$
|
43,934
|
|
|
$
|
44,478
|
|
|
$
|
88,615
|
|
|
$
|
92,752
|
|
Adjusted EBITDA
|
|
$
|
11,570
|
|
|
$
|
12,758
|
|
|
$
|
23,813
|
|
|
$
|
29,367
|
|
Adjusted EBITDA Margin
|
|
|
26.3%
|
|
|
|
28.7%
|
|
|
|
26.9%
|
|
|
|
31.7%
|
|
|
|
|
|
|
|
|
|
|
Gaylord National
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Occupancy
|
|
|
75.9%
|
|
|
|
77.5%
|
|
|
|
65.8%
|
|
|
|
71.1%
|
|
Average daily rate (ADR)
|
|
$
|
217.66
|
|
|
$
|
210.37
|
|
|
$
|
213.74
|
|
|
$
|
201.53
|
|
RevPAR
|
|
$
|
165.28
|
|
|
$
|
162.94
|
|
|
$
|
140.73
|
|
|
$
|
143.22
|
|
OtherPAR
|
|
$
|
207.59
|
|
|
$
|
206.14
|
|
|
$
|
178.32
|
|
|
$
|
188.35
|
|
Total RevPAR
|
|
$
|
372.87
|
|
|
$
|
369.08
|
|
|
$
|
319.05
|
|
|
$
|
331.57
|
|
|
|
|
|
|
|
|
|
|
Revenue
|
|
$
|
67,726
|
|
|
$
|
67,038
|
|
|
$
|
115,262
|
|
|
$
|
120,451
|
|
Adjusted EBITDA
|
|
$
|
24,470
|
|
|
$
|
26,466
|
|
|
$
|
32,462
|
|
|
$
|
40,265
|
|
Adjusted EBITDA Margin
|
|
|
36.1%
|
|
|
|
39.5%
|
|
|
|
28.2%
|
|
|
|
33.4%
|
|
|
|
|
|
|
|
|
|
|
The Inn at Opryland (2)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Occupancy
|
|
|
75.1%
|
|
|
|
71.4%
|
|
|
|
65.9%
|
|
|
|
63.5%
|
|
Average daily rate (ADR)
|
|
$
|
108.50
|
|
|
$
|
108.53
|
|
|
$
|
108.75
|
|
|
$
|
106.36
|
|
RevPAR
|
|
$
|
81.47
|
|
|
$
|
77.53
|
|
|
$
|
71.66
|
|
|
$
|
67.54
|
|
OtherPAR
|
|
$
|
30.10
|
|
|
$
|
30.31
|
|
|
$
|
26.64
|
|
|
$
|
27.42
|
|
Total RevPAR
|
|
$
|
111.57
|
|
|
$
|
107.84
|
|
|
$
|
98.30
|
|
|
$
|
94.96
|
|
|
|
|
|
|
|
|
|
|
Revenue
|
|
$
|
3,075
|
|
|
$
|
2,999
|
|
|
$
|
5,389
|
|
|
$
|
5,159
|
|
Adjusted EBITDA
|
|
$
|
943
|
|
|
$
|
958
|
|
|
$
|
1,340
|
|
|
$
|
1,374
|
|
Adjusted EBITDA Margin
|
|
|
30.7%
|
|
|
|
31.9%
|
|
|
|
24.9%
|
|
|
|
26.6%
|
|
|
(1) For purposes of comparability, both 2013 and 2012 occupancy,
RevPAR, OtherPAR and Total RevPAR are calculated using Marriott's
method of calculating available rooms and do not exclude
renovation rooms from the calculation of rooms available, which is
different from how the Company has previously accounted for
renovation rooms prior to the Marriott transition. In addition,
both 2013 and 2012 occupancy and ADR do not include complimentary
room nights in the calculation of occupied rooms, which is
different from how the Company has previously accounted for
complimentary rooms.
|
|
(2) Includes other hospitality revenue and expense.
|
|
|
RYMAN HOSPITALITY PROPERTIES, INC. AND SUBSIDIARIES
|
SUPPLEMENTAL FINANCIAL RESULTS
|
RECONCILIATION OF ADJUSTED RESULTS
|
Unaudited
|
(in thousands, except operating metrics)
|
|
|
|
|
|
|
|
|
|
|
|
Three Months Ended Jun. 30,
|
|
Six Months Ended Jun. 30,
|
|
|
2013
|
|
2012
|
|
2013
|
|
2012
|
Consolidated:
|
|
|
|
|
|
|
|
|
Revenue
|
|
$
|
245,183
|
|
$
|
253,229
|
|
|
$
|
467,296
|
|
$
|
492,144
|
|
Less: Retail Inventory Adjustment
|
|
|
-
|
|
|
(2,929
|
)
|
|
|
-
|
|
|
(5,134
|
)
|
Retail Adjusted Revenue
|
|
$
|
245,183
|
|
$
|
250,300
|
|
|
$
|
467,296
|
|
$
|
487,010
|
|
|
|
|
|
|
|
|
|
|
Hospitality Segment:
|
|
|
|
|
|
|
|
|
Revenue
|
|
$
|
222,831
|
|
$
|
233,047
|
|
|
$
|
432,412
|
|
$
|
459,095
|
|
Less: Retail Inventory Adjustment
|
|
|
-
|
|
|
(2,929
|
)
|
|
|
-
|
|
|
(5,134
|
)
|
Retail Adjusted Revenue
|
|
$
|
222,831
|
|
$
|
230,118
|
|
|
$
|
432,412
|
|
$
|
453,961
|
|
|
|
|
|
|
|
|
|
|
Total RevPAR
|
|
$
|
302.29
|
|
$
|
316.25
|
|
|
$
|
294.93
|
|
$
|
311.50
|
|
Retail Adjusted Total RevPAR
|
|
$
|
302.29
|
|
$
|
312.27
|
|
|
$
|
294.93
|
|
$
|
308.01
|
|
|
|
|
|
|
|
|
|
|
Gaylord Opryland:
|
|
|
|
|
|
|
|
|
Revenue
|
|
$
|
65,707
|
|
$
|
74,179
|
|
|
$
|
134,315
|
|
$
|
144,848
|
|
Less: Retail Inventory Adjustment
|
|
|
-
|
|
|
(1,758
|
)
|
|
|
-
|
|
|
(3,094
|
)
|
Retail Adjusted Revenue
|
|
$
|
65,707
|
|
$
|
72,421
|
|
|
$
|
134,315
|
|
$
|
141,754
|
|
|
|
|
|
|
|
|
|
|
Total RevPAR
|
|
$
|
250.17
|
|
$
|
282.84
|
|
|
$
|
257.24
|
|
$
|
276.15
|
|
Retail Adjusted Total RevPAR
|
|
$
|
250.17
|
|
$
|
276.14
|
|
|
$
|
257.24
|
|
$
|
270.25
|
|
|
|
|
|
|
|
|
|
|
Gaylord Palms:
|
|
|
|
|
|
|
|
|
Revenue
|
|
$
|
42,389
|
|
$
|
44,353
|
|
|
$
|
88,831
|
|
$
|
95,885
|
|
Less: Retail Inventory Adjustment
|
|
|
-
|
|
|
-
|
|
|
|
-
|
|
|
-
|
|
Retail Adjusted Revenue
|
|
$
|
42,389
|
|
$
|
44,353
|
|
|
$
|
88,831
|
|
$
|
95,885
|
|
|
|
|
|
|
|
|
|
|
Total RevPAR
|
|
$
|
331.31
|
|
$
|
346.66
|
|
|
$
|
350.57
|
|
$
|
374.71
|
|
Retail Adjusted Total RevPAR
|
|
$
|
331.31
|
|
$
|
346.66
|
|
|
$
|
350.57
|
|
$
|
374.71
|
|
|
|
|
-
|
|
|
-
|
|
|
|
-
|
|
|
-
|
|
Gaylord Texan:
|
|
|
|
|
|
|
|
|
Revenue
|
|
$
|
43,934
|
|
$
|
44,478
|
|
|
$
|
88,615
|
|
$
|
92,752
|
|
Less: Retail Inventory Adjustment
|
|
|
-
|
|
|
(650
|
)
|
|
|
-
|
|
|
(1,124
|
)
|
Retail Adjusted Revenue
|
|
$
|
43,934
|
|
$
|
43,828
|
|
|
$
|
88,615
|
|
$
|
91,628
|
|
|
|
|
|
|
|
|
|
|
Total RevPAR
|
|
$
|
319.69
|
|
$
|
323.47
|
|
|
$
|
324.21
|
|
$
|
337.28
|
|
Retail Adjusted Total RevPAR
|
|
$
|
319.69
|
|
$
|
318.74
|
|
|
$
|
324.21
|
|
$
|
333.19
|
|
|
|
|
|
|
|
|
|
|
Gaylord National:
|
|
|
|
|
|
|
|
|
Revenue
|
|
$
|
67,726
|
|
$
|
67,038
|
|
|
$
|
115,262
|
|
$
|
120,451
|
|
Less: Retail Inventory Adjustment
|
|
|
-
|
|
|
(521
|
)
|
|
|
-
|
|
|
(916
|
)
|
Retail Adjusted Revenue
|
|
$
|
67,726
|
|
$
|
66,517
|
|
|
$
|
115,262
|
|
$
|
119,535
|
|
|
|
|
|
|
|
|
|
|
Total RevPAR
|
|
$
|
372.87
|
|
$
|
369.08
|
|
|
$
|
319.05
|
|
$
|
331.57
|
|
Retail Adjusted Total RevPAR
|
|
$
|
372.87
|
|
$
|
366.21
|
|
|
$
|
319.05
|
|
$
|
329.05
|
|
|
|
|
|
|
|
|
|
|
Inn at Opryland (and Other Hospitality):
|
|
|
|
|
|
|
|
|
Revenue
|
|
$
|
3,075
|
|
$
|
2,999
|
|
|
$
|
5,389
|
|
$
|
5,159
|
|
Less: Retail Inventory Adjustment
|
|
|
-
|
|
|
-
|
|
|
|
-
|
|
|
-
|
|
Retail Adjusted Revenue
|
|
$
|
3,075
|
|
$
|
2,999
|
|
|
$
|
5,389
|
|
$
|
5,159
|
|
|
|
|
|
|
|
|
|
|
Total RevPAR
|
|
$
|
111.57
|
|
$
|
107.84
|
|
|
$
|
98.30
|
|
$
|
94.96
|
|
Retail Adjusted Total RevPAR
|
|
$
|
111.57
|
|
$
|
107.84
|
|
|
$
|
98.30
|
|
$
|
94.96
|
|
|
|
|
|
|
|
|
|
|
|
Ryman Hospitality Properties, Inc. and Subsidiaries
|
Reconciliation of Forward-Looking Statements
|
Unaudited
|
(in thousands)
|
|
Adjusted Earnings Before Interest, Taxes, Depreciation and
Amortization ("Adjusted EBITDA") and
Adjusted Funds From Operations ("AFFO") reconciliation:
|
|
|
|
|
|
|
|
|
|
|
|
|
|
PRIOR GUIDANCE RANGE FOR FULL YEAR 2013
|
|
|
NEW GUIDANCE RANGE FOR FULL YEAR 2013
|
|
|
Low
|
|
High
|
|
|
Low
|
|
High
|
Ryman Hospitality Properties, Inc.
|
|
|
|
|
|
|
|
|
|
Net Income 1 |
|
$
|
127,900
|
|
|
$
|
140,400
|
|
|
|
$
|
112,700
|
|
|
$
|
116,200
|
|
Provision (benefit) for income taxes
|
|
|
(25,000
|
)
|
|
|
(24,000
|
)
|
|
|
|
(23,000
|
)
|
|
|
(22,000
|
)
|
Write off and Valuation Allowance
|
|
|
(62,000
|
)
|
|
|
(62,000
|
)
|
|
|
|
(60,000
|
)
|
|
|
(60,000
|
)
|
Other (gains) and losses, net
|
|
|
(2,300
|
)
|
|
|
(2,300
|
)
|
|
|
|
(2,300
|
)
|
|
|
(2,300
|
)
|
(Gain) Loss on debt extinguishment
|
|
|
-
|
|
|
|
-
|
|
|
|
|
3,000
|
|
|
|
3,000
|
|
Interest expense
|
|
|
60,000
|
|
|
|
63,000
|
|
|
|
|
61,000
|
|
|
|
63,000
|
|
Interest income
|
|
|
(12,000
|
)
|
|
|
(12,000
|
)
|
|
|
|
(12,000
|
)
|
|
|
(12,000
|
)
|
Operating Income
|
|
|
86,600
|
|
|
|
103,100
|
|
|
|
|
79,400
|
|
|
|
85,900
|
|
Depreciation and amortization
|
|
|
120,000
|
|
|
|
125,000
|
|
|
|
|
118,000
|
|
|
|
123,000
|
|
EBITDA
|
|
|
206,600
|
|
|
|
228,100
|
|
|
|
|
197,400
|
|
|
|
208,900
|
|
Non-cash lease expense
|
|
|
5,600
|
|
|
|
5,600
|
|
|
|
|
5,600
|
|
|
|
5,600
|
|
Equity based compensation
|
|
|
6,500
|
|
|
|
7,000
|
|
|
|
|
6,500
|
|
|
|
7,000
|
|
Impairment charges (non-REIT conversion costs)
|
|
|
-
|
|
|
|
-
|
|
|
|
|
1,200
|
|
|
|
1,200
|
|
Other gains and (losses), net
|
|
|
2,300
|
|
|
|
2,300
|
|
|
|
|
2,300
|
|
|
|
2,300
|
|
Interest income
|
|
|
12,000
|
|
|
|
12,000
|
|
|
|
|
12,000
|
|
|
|
12,000
|
|
REIT conversion costs
|
|
|
25,000
|
|
|
|
24,000
|
|
|
|
|
25,000
|
|
|
|
24,000
|
|
Adjusted EBITDA
|
|
$
|
258,000
|
|
|
$
|
279,000
|
|
|
|
$
|
250,000
|
|
|
$
|
261,000
|
|
|
|
|
|
|
|
|
|
|
|
Hospitality Segment 2
|
|
|
|
|
|
|
|
|
|
Operating Income
|
|
$
|
133,800
|
|
|
$
|
146,300
|
|
|
|
$
|
123,600
|
|
|
$
|
128,100
|
|
Depreciation and amortization
|
|
|
107,000
|
|
|
|
110,000
|
|
|
|
|
103,000
|
|
|
|
107,000
|
|
EBITDA
|
|
|
240,800
|
|
|
|
256,300
|
|
|
|
|
226,600
|
|
|
|
235,100
|
|
Non-cash lease expense
|
|
|
5,600
|
|
|
|
5,600
|
|
|
|
|
5,600
|
|
|
|
5,600
|
|
Equity based compensation
|
|
|
-
|
|
|
|
-
|
|
|
|
|
-
|
|
|
|
-
|
|
Other gains and (losses), net
|
|
|
2,300
|
|
|
|
2,300
|
|
|
|
|
2,300
|
|
|
|
2,300
|
|
Impairment
|
|
|
-
|
|
|
|
-
|
|
|
|
|
1,200
|
|
|
|
1,200
|
|
Interest income
|
|
|
12,000
|
|
|
|
12,000
|
|
|
|
|
12,000
|
|
|
|
12,000
|
|
REIT conversion costs
|
|
|
6,300
|
|
|
|
5,800
|
|
|
|
|
6,300
|
|
|
|
5,800
|
|
Adjusted EBITDA
|
|
$
|
267,000
|
|
|
$
|
282,000
|
|
|
|
$
|
254,000
|
|
|
$
|
262,000
|
|
Opry and Attractions Segment
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Operating Income
|
|
$
|
8,700
|
|
|
$
|
9,600
|
|
|
|
$
|
12,700
|
|
|
$
|
13,600
|
|
Depreciation and amortization
|
|
|
5,500
|
|
|
|
6,500
|
|
|
|
|
5,500
|
|
|
|
5,500
|
|
EBITDA
|
|
|
14,200
|
|
|
|
16,100
|
|
|
|
|
18,200
|
|
|
|
19,100
|
|
Non-cash lease expense
|
|
|
-
|
|
|
|
-
|
|
|
|
|
-
|
|
|
|
-
|
|
Equity based compensation
|
|
|
600
|
|
|
|
700
|
|
|
|
|
600
|
|
|
|
700
|
|
Interest income
|
|
|
-
|
|
|
|
-
|
|
|
|
|
-
|
|
|
|
-
|
|
REIT conversion costs
|
|
|
200
|
|
|
|
200
|
|
|
|
|
200
|
|
|
|
200
|
|
Adjusted EBITDA
|
|
$
|
15,000
|
|
|
$
|
17,000
|
|
|
|
$
|
19,000
|
|
|
$
|
20,000
|
|
Corporate and Other Segment
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Operating Income
|
|
$
|
(55,900
|
)
|
|
$
|
(52,800
|
)
|
|
|
$
|
(56,900
|
)
|
|
$
|
(55,800
|
)
|
Depreciation and amortization
|
|
|
7,500
|
|
|
|
8,500
|
|
|
|
|
9,500
|
|
|
|
10,500
|
|
EBITDA
|
|
|
(48,400
|
)
|
|
|
(44,300
|
)
|
|
|
|
(47,400
|
)
|
|
|
(45,300
|
)
|
Non-cash lease expense
|
|
|
-
|
|
|
|
-
|
|
|
|
|
-
|
|
|
|
-
|
|
Equity based compensation
|
|
|
5,900
|
|
|
|
6,300
|
|
|
|
|
5,900
|
|
|
|
6,300
|
|
Interest income
|
|
|
-
|
|
|
|
-
|
|
|
|
|
-
|
|
|
|
-
|
|
REIT conversion costs
|
|
|
18,500
|
|
|
|
18,000
|
|
|
|
|
18,500
|
|
|
|
18,000
|
|
Adjusted EBITDA
|
|
$
|
(24,000
|
)
|
|
$
|
(20,000
|
)
|
|
|
$
|
(23,000
|
)
|
|
$
|
(21,000
|
)
|
Ryman Hospitality Properties, Inc.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net Income 1 |
|
$
|
127,900
|
|
|
$
|
140,400
|
|
|
|
$
|
112,700
|
|
|
$
|
116,200
|
|
Depreciation & amortization
|
|
|
120,000
|
|
|
|
125,000
|
|
|
|
|
118,000
|
|
|
|
123,000
|
|
Capital expenditures
|
|
|
(38,000
|
)
|
|
|
(36,000
|
)
|
|
|
|
(35,000
|
)
|
|
|
(33,000
|
)
|
Impairments
|
|
|
-
|
|
|
|
-
|
|
|
|
|
1,200
|
|
|
|
1,200
|
|
Non-cash lease expense
|
|
|
5,600
|
|
|
|
5,600
|
|
|
|
|
5,600
|
|
|
|
5,600
|
|
Amortization of debt premiums/disc.
|
|
|
15,000
|
|
|
|
15,000
|
|
|
|
|
15,000
|
|
|
|
15,000
|
|
Amortization of DFC
|
|
|
7,000
|
|
|
|
7,000
|
|
|
|
|
6,000
|
|
|
|
6,000
|
|
Write-off of DFC
|
|
|
-
|
|
|
|
-
|
|
|
|
|
2,000
|
|
|
|
2,000
|
|
Other non-recurring items
|
|
|
(62,000
|
)
|
|
|
(62,000
|
)
|
|
|
|
(60,000
|
)
|
|
|
(60,000
|
)
|
Loss (gain) on debt extinguishment
|
|
|
-
|
|
|
|
-
|
|
|
|
|
3,000
|
|
|
|
3,000
|
|
Adjusted FFO
|
|
|
175,500
|
|
|
|
195,000
|
|
|
|
|
168,500
|
|
|
|
179,000
|
|
REIT conversion costs (tax-effected)
|
|
|
19,000
|
|
|
|
18,000
|
|
|
|
|
19,000
|
|
|
|
18,000
|
|
Adjusted FFO excl. REIT conversion costs
|
|
$
|
194,500
|
|
|
$
|
213,000
|
|
|
|
$
|
187,500
|
|
|
$
|
197,000
|
|
|
1
|
Does not include the impact of the loss on the call spread
settlement related to the repurchase of a portion of the convertible
notes.
|
2
|
Hospitality segment includes interest income from Gaylord National
bonds.
|
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Copyright Business Wire 2013