RLJ Lodging Trust Reports Third Quarter 2016 Results
- Net income of $41.4 million
- Pro forma Hotel EBITDA Margin of 35.5%
- Pro forma Consolidated Hotel EBITDA of $105.1 million
RLJ Lodging Trust (the “Company”) (NYSE: RLJ) today reported results for the three and nine months ended September 30, 2016.
Highlights
- Net income increased 1.1% to $41.4 million
- Pro forma RevPAR was flat, Pro forma ADR increased 0.2%, and Pro forma Occupancy decreased 0.2%
- Pro forma Hotel EBITDA Margin of 35.5%
- Pro forma Consolidated Hotel EBITDA of $105.1 million
“This quarter our results once again reflect the benefits of a diversified portfolio as a number of our markets posted solid
RevPAR growth, helping offset those with weaker performance,” commented Ross H. Bierkan, President and Chief Executive Officer. “We
have a cycle-tested team and an all-weather portfolio, which is supported by a stellar balance sheet, giving us confidence in our
ability to continue to navigate the changing environment.”
Financial and Operating Results
Performance metrics such as Occupancy, Average Daily Rate (“ADR”), Revenue Per Available Room (“RevPAR”), Hotel EBITDA,
and Hotel EBITDA Margin are Pro forma. The prefix “Pro forma” as defined by the Company, denotes operating results which include
results for periods prior to its ownership. Pro forma RevPAR and Pro forma Hotel EBITDA Margin are reported on a comparable basis
and therefore exclude hotels sold during the period and non-comparable hotels that were not open for operation or were closed for
renovation for comparable periods. Explanations of EBITDA, Adjusted EBITDA, Hotel EBITDA, Hotel EBITDA Margin, FFO, and Adjusted
FFO, as well as reconciliations of those measures to net income or loss, if applicable, are included within this release.
Net income for the three months ended September 30, 2016, increased $0.5 million to $41.4 million, representing a 1.1%
increase over the comparable period in 2015. For the nine months ended September 30, 2016, Net income decreased $20.0 million to
$125.5 million, representing a 13.7% decrease over the comparable period in 2015.
Pro forma RevPAR for the three months ended September 30, 2016, was flat to the comparable period in 2015, driven by a
Pro forma ADR increase of 0.2% and a Pro forma Occupancy decrease of 0.2%. Excluding Houston and New York City, which experienced
softness in the quarter, Pro forma RevPAR growth was 1.9%. For the nine months ended September 30, 2016, Pro forma RevPAR increased
1.3% over the comparable period in 2015, driven by a Pro forma ADR increase of 1.3% and flat Pro forma Occupancy.
Pro forma Hotel EBITDA Margin for the three months ended September 30, 2016, decreased 160 basis points over the
comparable period in 2015 to 35.5%. For the nine months ended September 30, 2016, Pro forma Hotel EBITDA Margin decreased 49 basis
points over the comparable period in 2015 to 36.2%.
Pro forma Consolidated Hotel EBITDA includes the results of non-comparable hotels. For the three months ended September
30, 2016, Pro forma Consolidated Hotel EBITDA was $105.1 million, flat relative to the comparable period in 2015. For the nine
months ended September 30, 2016, Pro forma Consolidated Hotel EBITDA increased $12.6 million to $321.4 million, representing a 4.1%
increase over the comparable period in 2015.
Adjusted FFO for the three months ended September 30, 2016, increased $0.8 million to $85.4 million, representing a 1.0%
increase over the comparable period in 2015. For the nine months ended September 30, 2016, Adjusted FFO increased $8.4 million to
$258.3 million, representing a 3.4% increase over the comparable period in 2015.
Adjusted FFO per common share and unit-diluted for the three months ended September 30, 2016, was $0.69, representing an
increase of 4.5% over the comparable period in 2015. Adjusted FFO per common share and unit-diluted for the nine months ended
September 30, 2016, was $2.08, representing an increase of 9.5% over the comparable period in 2015.
Adjusted EBITDA for the three months ended September 30, 2016, increased $1.4 million to $100.2 million, representing a
1.4% increase over the comparable period in 2015. For the nine months ended September 30, 2016, Adjusted EBITDA increased $13.1
million to $303.4 million, representing a 4.5% increase over the comparable period in 2015.
Net cash flow from operating activities for the nine months ended September 30, 2016, totaled $250.4 million, compared to
$232.9 million for the comparable period in 2015.
Balance Sheet
As of September 30, 2016, the Company had $178.6 million of unrestricted cash on its balance sheet, $400.0 million
available on its revolving credit facility, and $1.6 billion of debt outstanding. The Company’s ratio of net debt to Adjusted
EBITDA, pro forma for acquisitions and dispositions, for the trailing twelve month period ended September 30, 2016, was 3.6
times.
Dividends
The Company’s Board of Trustees declared a cash dividend of $0.33 per common share of beneficial interest in the third quarter.
The dividend was paid on October 14, 2016, to shareholders of record as of September 30, 2016.
Share Buyback
For the nine months ended September 30, 2016, the Company repurchased 0.6 million common shares for $13.3 million at an average
price per share of $21.73. As of September 30, 2016, the Company's authorized share buyback program had a remaining capacity
of $161.5 million.
2016 Outlook
The Company’s outlook has been updated. The updated outlook excludes potential future acquisitions and dispositions, which could
result in a material change to the Company’s outlook. The 2016 outlook is also based on a number of other assumptions, many of
which are outside the Company’s control and all of which are subject to change.
Pro forma operating statistics include results for periods prior to the Company's ownership and therefore assumes the hotels
were owned since January 1, 2015. Pro forma guidance removes income from hotels that have been sold.
For the full year 2016, the Company anticipates:
| |
|
|
|
|
|
|
| |
|
|
Current Outlook |
|
|
Prior Outlook |
| Pro forma RevPAR growth (1) |
|
|
0.0% to 1.0% |
|
|
1.5% to 2.5% |
| Pro forma Hotel EBITDA Margin (1) |
|
|
35.5% to 36.0%
|
|
|
36.5% to 37.0% |
| Pro forma Consolidated Hotel EBITDA |
|
|
$407.0M to $413.0M
|
|
|
$415.0M to $425.0M |
| Corporate Cash General & Administrative |
|
|
$26.0M to $27.0M
|
|
|
$27.5M to $28.5M |
(1) Excludes non-comparable hotels.
Earnings Call
The Company will conduct its quarterly analyst and investor conference call on November 3, 2016, at 10:00 a.m. (Eastern Time).
The conference call can be accessed by dialing (877) 407-3982 or (201) 493-6780 for international participants and requesting RLJ
Lodging Trust’s third quarter earnings conference call. Additionally, a live webcast of the conference call will be available
through the Company’s website at http://rljlodgingtrust.com. A replay of the conference call webcast will be archived and available online
through the Investor Relations section of the Company’s website.
About Us
RLJ Lodging Trust is a self-advised, publicly traded real estate investment trust focused on acquiring premium-branded,
focused-service and compact full-service hotels. The Company owns 125 hotels with approximately 20,800 rooms, located in 21 states
and the District of Columbia.
Forward Looking Statements
The following information contains certain statements, other than purely historical information, including estimates,
projections, statements relating to the Company’s business plans, objectives and expected operating results, and the assumptions
upon which those statements are based, that are “forward-looking statements” within the meaning of the Private Securities
Litigation Reform Act of 1995, Section 27A of the Securities Act of 1933, as amended and Section 21E of the Securities
Exchange Act of 1934, as amended. These forward-looking statements generally are identified by the use of the words “believe,”
“project,” “expect,” “anticipate,” “estimate,” “plan,” “may,” “will,” “will continue,” “intend,” “should,” or similar expressions.
Although the Company believes that the expectations reflected in such forward-looking statements are based upon reasonable
assumptions, beliefs, and expectations, such forward-looking statements are not predictions of future events or guarantees of
future performance and the Company’s actual results could differ materially from those set forth in the forward-looking statements.
Some factors that might cause such a difference include the following: the current global economic uncertainty, increased direct
competition, changes in government regulations or accounting rules, changes in local, national, and global real estate conditions,
declines in the lodging industry, seasonality of the lodging industry, risks related to natural disasters, such as earthquakes and
hurricanes, hostilities, including future terrorist attacks or fear of hostilities that affect travel, the Company’s ability to
obtain lines of credit or permanent financing on satisfactory terms, changes in interest rates, access to capital through offerings
of the Company’s common and preferred shares of beneficial interest, or debt, the Company’s ability to identify suitable
acquisitions, the Company’s ability to close on identified acquisitions and integrate those businesses, and inaccuracies of the
Company’s accounting estimates. Given these uncertainties, undue reliance should not be placed on such statements. Except as
required by law, the Company undertakes no obligation to update or revise publicly any forward-looking statements, whether as a
result of new information, future events or otherwise. The Company cautions investors not to place undue reliance on these
forward-looking statements and urges investors to carefully review the disclosures the Company makes concerning risks and
uncertainties in the sections entitled “Risk Factors,” “Forward-Looking Statements,” and “Management’s Discussion and Analysis of
Financial Condition and Results of Operations” in the Company’s Annual Report, as well as risks, uncertainties and other factors
discussed in other documents filed by the Company with the SEC.
For additional information or to receive press releases via email, please visit our website:
http://rljlodgingtrust.com
RLJ Lodging Trust
Non-GAAP and Accounting Commentary
Non-Generally Accepted Accounting Principles (“GAAP”) Financial Measures
The Company considers the following non-GAAP financial measures useful to investors as key supplemental measures of its
performance: (1) FFO, (2) Adjusted FFO, (3) EBITDA, (4) Adjusted EBITDA, (5) Hotel EBITDA, and (6) Hotel
EBITDA Margin. These non-GAAP financial measures should be considered along with, but not as alternatives to, net income or loss as
a measure of its operating performance. FFO, Adjusted FFO, EBITDA, Adjusted EBITDA, Hotel EBITDA, and Hotel EBITDA Margin as
calculated by the Company, may not be comparable to other companies that do not define such terms exactly as the Company.
Funds From Operations (“FFO”)
The Company calculates FFO in accordance with standards established by the National Association of Real Estate Investment
Trusts, or NAREIT, which defines FFO as net income or loss (calculated in accordance with GAAP), excluding gains or losses from
sales of real estate, impairment, the cumulative effect of changes in accounting principles, plus depreciation and amortization,
and adjustments for unconsolidated partnerships and joint ventures. Historical cost accounting for real estate assets implicitly
assumes that the value of real estate assets diminishes predictably over time. Since real estate values instead have historically
risen or fallen with market conditions, most real estate industry investors consider FFO to be helpful in evaluating a real estate
company’s operations. The Company believes that the presentation of FFO provides useful information to investors regarding the
Company’s operating performance and can facilitate comparisons of operating performance between periods and between real estate
investment trusts (“REITs”), even though FFO does not represent an amount that accrues directly to common shareholders.
The Company’s calculation of FFO may not be comparable to measures calculated by other companies who do not use the NAREIT
definition of FFO or do not calculate FFO per diluted share in accordance with NAREIT guidance. Additionally, FFO may not be
helpful when comparing the Company to non-REITs. The Company presents FFO attributable to common shareholders, which includes
unitholders of limited partnership interest (“OP units”) in RLJ Lodging Trust, L.P., the Company’s operating partnership, because
the OP units are redeemable for common shares of the Company. The Company believes it is meaningful for the investor to understand
FFO attributable to all common shares and OP units.
Earnings Before Interest, Taxes, Depreciation, and Amortization (“EBITDA”)
EBITDA is defined as net income or loss excluding: (1) interest expense; (2) provision for income taxes, including
income taxes applicable to sales of assets; and (3) depreciation and amortization. The Company considers EBITDA useful to an
investor in evaluating and facilitating comparisons of its operating performance between periods and between REITs by removing the
impact of its capital structure (primarily interest expense) and asset base (primarily depreciation and amortization) from its
operating results. In addition, EBITDA is used as one measure in determining the value of hotel acquisitions and dispositions. The
Company presents EBITDA attributable to common shareholders, which includes OP units, because the OP units are redeemable for
common shares of the Company. The Company believes it is meaningful for the investor to understand EBITDA attributable to all
common shares and OP units.
Adjustments to FFO and EBITDA
The Company adjusts FFO and EBITDA for certain items that the Company considers outside the normal course of operations or
extraordinary. The Company believes that Adjusted FFO and Adjusted EBITDA provide useful supplemental information to investors
regarding its ongoing operating performance that, when considered with Net income, FFO, and EBITDA, is beneficial to an investor’s
understanding of its operating performance. The Company adjusts FFO and EBITDA for the following items:
- Transaction and Pursuit Costs: The Company excludes transaction and pursuit costs expensed
during the period.
- Non-Cash Expenses: The Company excludes the effect of certain non-cash items. The Company has
excluded the amortization of share based compensation, accelerated amortization of deferred financing costs, non-cash gain or
loss on the disposal of assets, and certain non-cash income taxes.
- Other Non-Operational Expenses: The Company excludes the effect of certain non-operational
expenses. The Company has excluded property-related severance costs, debt modification and extinguishment costs, and other income
and expenses outside the normal course of operations.
Hotel EBITDA and Hotel EBITDA Margin
With respect to Consolidated Hotel EBITDA, the Company believes that excluding the effect of corporate-level expenses and
certain non-cash items provides a more complete understanding of the operating results over which individual hotels and operators
have direct control. The Company believes property-level results provide investors with supplemental information about the ongoing
operational performance of the Company’s hotels and the effectiveness of third-party management companies.
Pro forma Consolidated Hotel EBITDA includes unadjusted prior ownership information provided by the seller of the hotel which
has not been audited and excludes sold hotels. Pro forma Hotel EBITDA and Pro forma Hotel EBITDA Margin exclude the results of
non-comparable hotels that were under renovation or not open for the entirety of the comparable periods. The following is a summary
of hotel inclusions and exclusions:
Pro forma adjustments: Non-comparable hotels
Non-comparable hotels for the three and nine months ended September 30, 2016 and 2015, are noted below:
- SpringHill Suites Houston Downtown/Convention Center, which opened in August 2015
- Courtyard San Francisco Union Square, which opened in September 2015
- Courtyard Waikiki Beach, which underwent a renovation in 2015 that closed a portion of the hotel for
the comparable periods
Hyatt Place DC/Downtown/K Street, which opened in April 2015, was non-comparable only for the six months ended June 30, 2016 and
2015.
Pro forma adjustments: Acquired hotels
Hotels acquired during the comparable three and nine months ended September 30, 2016 and 2015, are noted below:
- Hyatt Place DC/Downtown/K Street, which was acquired in July 2015
- Homewood Suites Seattle/Lynnwood, which was acquired in July 2015
- Residence Inn Palo Alto Los Altos, which was acquired in September 2015
Pro forma adjustments: Sold hotels
Hotels sold during the comparable three and nine months ended September 30, 2016 and 2015, are noted below:
- Courtyard Chicago Schaumburg, which was sold in February 2015
- Courtyard Detroit Pontiac Bloomfield, which was sold in February 2015
- Courtyard Grand Junction, which was sold in February 2015
- Courtyard Mesquite, which was sold in February 2015
- Courtyard San Antonio Airport Northstar, which was sold in February 2015
- Courtyard Tampa Brandon, which was sold in February 2015
- Fairfield Inn & Suites Merrillville, which was sold in February 2015
- Fairfield Inn & Suites San Antonio Airport, which was sold in February 2015
- Fairfield Inn & Suites Tampa Brandon, which was sold in February 2015
- Hampton Inn Merrillville, which was sold in February 2015
- Holiday Inn Grand Rapids Airport, which was sold in February 2015
- Homewood Suites Tampa Brandon, which was sold in February 2015
- Marriott Auburn Hills Pontiac at Centerpoint, which was sold in February 2015
- Residence Inn Austin Round Rock, which was sold in February 2015
- Residence Inn Chicago Schaumburg, which was sold in February 2015
- Residence Inn Detroit Pontiac Auburn Hills, which was sold in February 2015
- Residence Inn Grand Junction, which was sold in February 2015
- Residence Inn Indianapolis Carmel, which was sold in February 2015
- Springhill Suites Chicago Schaumburg, which was sold in February 2015
- Springhill Suites Indianapolis Carmel, which was sold in February 2015
- Fairfield Inn & Suites Valparaiso, which was sold in May 2015
- Residence Inn South Bend, which was sold in July 2015
- Embassy Suites Columbus, which was sold in October 2015
- Holiday Inn Express Merrillville, which was sold in February 2016
|
|
|
|
|
| RLJ Lodging Trust |
| Consolidated Balance Sheets |
|
(Amounts in thousands, except share and per share data)
|
|
|
|
|
|
|
|
|
|
|
|
|
September 30, |
|
December 31, |
|
|
2016 |
|
2015 |
| |
|
(unaudited) |
|
|
| Assets |
|
|
|
|
| Investment in hotel properties, net |
|
$ |
3,599,818 |
|
|
$ |
3,674,999 |
|
| Cash and cash equivalents |
|
178,627 |
|
|
134,192 |
|
| Restricted cash reserves |
|
65,368 |
|
|
55,455 |
|
| Hotel and other receivables, net of allowance of $182 and $117, respectively |
|
37,874 |
|
|
25,755 |
|
| Deferred income tax asset |
|
45,761 |
|
|
49,978 |
|
| Prepaid expense and other assets |
|
37,584 |
|
|
32,563 |
|
| Total assets |
|
$ |
3,965,032 |
|
|
$ |
3,972,942 |
|
| Liabilities and Equity |
|
|
|
|
| Mortgage loans, net |
|
$ |
414,104 |
|
|
$ |
406,049 |
|
| Term Loans and Revolver, net |
|
1,168,893 |
|
|
1,169,437 |
|
| Accounts payable and other liabilities |
|
143,943 |
|
|
129,192 |
|
| Deferred income tax liability |
|
9,801 |
|
|
9,801 |
|
| Advance deposits and deferred revenue |
|
12,313 |
|
|
11,647 |
|
| Accrued interest |
|
3,206 |
|
|
4,883 |
|
| Distributions payable |
|
41,381 |
|
|
41,409 |
|
| Total liabilities |
|
1,793,641 |
|
|
1,772,418 |
|
| Equity |
|
|
|
|
| Shareholders’ equity: |
|
|
|
|
| Preferred shares of beneficial interest, $0.01 par value, 50,000,000 shares
authorized; zero shares issued and outstanding at September 30, 2016 and December 31, 2015, respectively |
|
— |
|
|
— |
|
| Common shares of beneficial interest, $0.01 par value, 450,000,000 shares authorized;
124,299,663 and 124,635,675 shares issued and outstanding at September 30, 2016 and December 31, 2015, respectively |
|
1,243 |
|
|
1,246 |
|
| Additional paid-in-capital |
|
2,185,821 |
|
|
2,195,732 |
|
| Accumulated other comprehensive loss |
|
(32,746 |
) |
|
(16,602 |
) |
| Retained earnings |
|
3,940 |
|
|
2,439 |
|
| Total shareholders’ equity |
|
2,158,258 |
|
|
2,182,815 |
|
| Noncontrolling interest: |
|
|
|
|
| Noncontrolling interest in consolidated joint venture |
|
5,925 |
|
|
6,177 |
|
| Noncontrolling interest in the Operating Partnership |
|
7,208 |
|
|
11,532 |
|
| Total noncontrolling interest |
|
13,133 |
|
|
17,709 |
|
| Total equity |
|
2,171,391 |
|
|
2,200,524 |
|
| Total liabilities and equity |
|
$ |
3,965,032 |
|
|
$ |
3,972,942 |
|
|
|
|
|
|
|
|
|
|
| |
|
RLJ Lodging Trust
|
| Consolidated Statements of Operations |
|
(Amounts in thousands, except share and per share data)
|
|
(unaudited)
|
|
|
|
|
|
|
|
|
|
|
|
|
For the three months ended
|
|
For the nine months ended
|
|
|
September 30,
|
|
September 30,
|
| |
|
2016 |
|
2015 |
|
2016 |
|
2015 |
| Revenue |
|
|
|
|
|
|
|
|
| Operating revenue |
|
|
|
|
|
|
|
|
| Room revenue |
|
$ |
260,659 |
|
|
$ |
253,163 |
|
|
$ |
777,211 |
|
|
$ |
747,962 |
|
| Food and beverage revenue |
|
26,001 |
|
|
27,027 |
|
|
82,602 |
|
|
85,607 |
|
| Other operating department revenue |
|
9,599 |
|
|
9,230 |
|
|
28,729 |
|
|
27,508 |
|
| Total revenue |
|
$ |
296,259 |
|
|
$ |
289,420 |
|
|
$ |
888,542 |
|
|
$ |
861,077 |
|
| Expense |
|
|
|
|
|
|
|
|
| Operating expense |
|
|
|
|
|
|
|
|
| Room expense |
|
$ |
59,671 |
|
|
$ |
56,310 |
|
|
$ |
173,783 |
|
|
$ |
165,603 |
|
| Food and beverage expense |
|
19,135 |
|
|
19,494 |
|
|
59,477 |
|
|
60,750 |
|
| Management and franchise fee expense |
|
29,607 |
|
|
28,985 |
|
|
90,869 |
|
|
88,704 |
|
| Other operating expense |
|
62,162 |
|
|
61,676 |
|
|
184,133 |
|
|
181,485 |
|
| Total property operating expense |
|
170,575 |
|
|
166,465 |
|
|
508,262 |
|
|
496,542 |
|
| Depreciation and amortization |
|
40,953 |
|
|
39,847 |
|
|
122,532 |
|
|
114,828 |
|
| Property tax, insurance and other |
|
20,575 |
|
|
19,458 |
|
|
60,032 |
|
|
57,782 |
|
| General and administrative |
|
7,215 |
|
|
8,249 |
|
|
23,522 |
|
|
29,041 |
|
| Transaction and pursuit costs |
|
98 |
|
|
2,017 |
|
|
257 |
|
|
3,005 |
|
| Total operating expense |
|
239,416 |
|
|
236,036 |
|
|
714,605 |
|
|
701,198 |
|
| Operating income |
|
56,843 |
|
|
53,384 |
|
|
173,937 |
|
|
159,879 |
|
| Other income |
|
112 |
|
|
557 |
|
|
86 |
|
|
1,103 |
|
| Interest income |
|
430 |
|
|
373 |
|
|
1,240 |
|
|
1,181 |
|
| Interest expense |
|
(14,552 |
) |
|
(14,042 |
) |
|
(44,233 |
) |
|
(39,885 |
) |
| Income from continuing operations before income tax expense |
|
42,833 |
|
|
40,272 |
|
|
131,030 |
|
|
122,278 |
|
| Income tax expense |
|
(1,439 |
) |
|
(151 |
) |
|
(5,397 |
) |
|
(615 |
) |
| Income from continuing operations |
|
41,394 |
|
|
40,121 |
|
|
125,633 |
|
|
121,663 |
|
| (Loss) gain on sale of hotel properties |
|
(5 |
) |
|
812 |
|
|
(155 |
) |
|
23,782 |
|
| Net income |
|
41,389 |
|
|
40,933 |
|
|
125,478 |
|
|
145,445 |
|
| Net income attributable to noncontrolling interests |
|
|
|
|
|
|
|
|
| Noncontrolling interest in consolidated joint venture |
|
(32 |
) |
|
(49 |
) |
|
(7 |
) |
|
(26 |
) |
| Noncontrolling interest in the Operating Partnership |
|
(183 |
) |
|
(290 |
) |
|
(553 |
) |
|
(984 |
) |
| Net income attributable to common shareholders |
|
$ |
41,174 |
|
|
$ |
40,594 |
|
|
$ |
124,918 |
|
|
$ |
144,435 |
|
| Basic per common share data: |
|
|
|
|
|
|
|
|
| Net income per share attributable to common shareholders |
|
$ |
0.33 |
|
|
$ |
0.32 |
|
|
$ |
1.00 |
|
|
$ |
1.10 |
|
| Weighted-average number of common shares |
|
123,621,323 |
|
|
127,663,480 |
|
|
123,635,010 |
|
|
129,855,686 |
|
| Diluted per common share data: |
|
|
|
|
|
|
|
|
| Net income per share attributable to common shareholders |
|
$ |
0.33 |
|
|
$ |
0.31 |
|
|
$ |
1.00 |
|
|
$ |
1.10 |
|
| Weighted-average number of common shares |
|
123,836,452 |
|
|
128,143,154 |
|
|
123,859,753 |
|
|
130,410,613 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Note:
|
|
The Statement of Comprehensive Income and corresponding notes can be found in the Company’s
Quarterly Report on Form 10-Q.
|
| |
|
|
|
|
|
| RLJ Lodging Trust |
| Reconciliation of Non-GAAP Measures |
|
(Amounts in thousands, except per share data)
|
|
(unaudited)
|
| |
| Funds From Operations (FFO) Attributable to Common Shareholders and
Unitholders |
|
|
|
|
|
|
|
|
|
|
|
|
For the three months |
|
For the nine months |
|
|
ended September 30, |
|
ended September 30, |
| |
|
2016 |
|
2015 |
|
2016 |
|
2015 |
| Net income |
|
$ |
41,389 |
|
|
$ |
40,933 |
|
|
$ |
125,478 |
|
|
$ |
145,445 |
|
| Depreciation and amortization |
|
40,953 |
|
|
39,847 |
|
|
122,532 |
|
|
114,828 |
|
| Loss (gain) on sale of hotel properties |
|
5 |
|
|
(812 |
) |
|
155 |
|
|
(23,782 |
) |
| Noncontrolling interest in consolidated joint venture |
|
(32 |
) |
|
(49 |
) |
|
(7 |
) |
|
(26 |
) |
| Adjustments related to consolidated joint venture (1) |
|
(39 |
) |
|
(43 |
) |
|
(116 |
) |
|
(128 |
) |
| FFO |
|
82,276 |
|
|
79,876 |
|
|
248,042 |
|
|
236,337 |
|
| Transaction and pursuit costs |
|
98 |
|
|
2,017 |
|
|
257 |
|
|
3,005 |
|
| Amortization of share-based compensation (2) |
|
1,921 |
|
|
2,697 |
|
|
3,935 |
|
|
10,488 |
|
| Non-cash income tax expense |
|
1,189 |
|
|
— |
|
|
4,217 |
|
|
— |
|
| Loan related costs (3) |
|
— |
|
|
— |
|
|
1,247 |
|
|
97 |
|
| Other (income) expense (4) |
|
(82 |
) |
|
— |
|
|
604 |
|
|
— |
|
| Adjusted FFO |
|
$ |
85,402 |
|
|
$ |
84,590 |
|
|
$ |
258,302 |
|
|
$ |
249,927 |
|
|
|
|
|
|
|
|
|
|
| Adjusted FFO per common share and unit-basic |
|
$ |
0.69 |
|
|
$ |
0.66 |
|
|
$ |
2.08 |
|
|
$ |
1.91 |
|
| Adjusted FFO per common share and unit-diluted |
|
$ |
0.69 |
|
|
$ |
0.66 |
|
|
$ |
2.08 |
|
|
$ |
1.90 |
|
|
|
|
|
|
|
|
|
|
| Basic weighted-average common shares and units outstanding (5) |
|
124,180 |
|
|
128,557 |
|
|
124,257 |
|
|
130,750 |
|
| Diluted weighted-average common shares and units outstanding (5) |
|
124,395 |
|
|
129,037 |
|
|
124,482 |
|
|
131,305 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Note:
|
| (1) |
|
Includes depreciation and amortization expense allocated to the noncontrolling
interest in the joint venture. |
| (2) |
|
For the nine months ended September 30, 2016, includes the forfeiture of unvested
restricted shares upon the resignation of the Company's President and Chief Executive Officer in May 2016. |
| (3) |
|
Represents debt modification costs, debt extinguishment costs, and accelerated
amortization of deferred financing costs. |
| (4) |
|
Represents property-level severance costs and other income and expenses outside of
normal course of operations. |
| (5) |
|
Includes 0.6 million and 0.9 million weighted average operating partnership units for
the three months ended September 30, 2016 and 2015, respectively, and 0.6 million and 0.9 million weighted average operating
partnership units for the nine months ended September 30, 2016 and 2015, respectively. |
|
|
|
|
|
|
|
|
| RLJ Lodging Trust |
| Reconciliation of Non-GAAP Measures |
|
(Amounts in thousands)
|
|
(unaudited)
|
| |
|
Earnings Before Interest, Taxes, Depreciation and Amortization (EBITDA) Attributable to Common
Shareholders and Unitholders
|
|
|
|
|
|
|
|
|
|
|
|
|
For the three months |
|
For the nine months |
|
|
ended September 30, |
|
ended September 30, |
| |
|
2016 |
|
2015 |
|
2016 |
|
2015 |
| Net income |
|
$ |
41,389 |
|
|
$ |
40,933 |
|
|
$ |
125,478 |
|
|
$ |
145,445 |
|
| Depreciation and amortization |
|
40,953 |
|
|
39,847 |
|
|
122,532 |
|
|
114,828 |
|
| Interest expense, net (1) |
|
14,546 |
|
|
14,035 |
|
|
44,214 |
|
|
39,859 |
|
| Income tax expense |
|
1,439 |
|
|
151 |
|
|
5,397 |
|
|
615 |
|
| Noncontrolling interest in consolidated joint venture |
|
(32 |
) |
|
(49 |
) |
|
(7 |
) |
|
(26 |
) |
| Adjustments related to consolidated joint venture (2) |
|
(39 |
) |
|
(43 |
) |
|
(116 |
) |
|
(128 |
) |
| EBITDA |
|
98,256 |
|
|
94,874 |
|
|
297,498 |
|
|
300,593 |
|
| Transaction and pursuit costs |
|
98 |
|
|
2,017 |
|
|
257 |
|
|
3,005 |
|
| Loss (gain) on sale of hotel properties |
|
5 |
|
|
(812 |
) |
|
155 |
|
|
(23,782 |
) |
| Amortization of share-based compensation (3) |
|
1,921 |
|
|
2,697 |
|
|
3,935 |
|
|
10,488 |
|
| Loan related costs (4) |
|
— |
|
|
— |
|
|
924 |
|
|
— |
|
| Other (income) expense (5) |
|
(82 |
) |
|
— |
|
|
604 |
|
|
— |
|
| Adjusted EBITDA |
|
100,198 |
|
|
98,776 |
|
|
303,373 |
|
|
290,304 |
|
| General and administrative (6) |
|
5,294 |
|
|
5,552 |
|
|
19,078 |
|
|
18,553 |
|
| Operating results from noncontrolling interest in joint venture |
|
71 |
|
|
92 |
|
|
123 |
|
|
154 |
|
| Other corporate adjustments |
|
(346 |
) |
|
286 |
|
|
(968 |
) |
|
(436 |
) |
| Consolidated Hotel EBITDA |
|
105,217 |
|
|
104,706 |
|
|
321,606 |
|
|
308,575 |
|
| Pro forma adjustments - Income from sold hotels |
|
(111 |
) |
|
(798 |
) |
|
(216 |
) |
|
(4,535 |
) |
| Pro forma adjustments - Income from prior ownership of acquired hotels
(7) |
|
— |
|
|
1,180 |
|
|
— |
|
|
4,785 |
|
| Pro forma Consolidated Hotel EBITDA |
|
105,106 |
|
|
105,088 |
|
|
321,390 |
|
|
308,825 |
|
| Pro forma adjustments - Income from non-comparable hotels |
|
(4,540 |
) |
|
381 |
|
|
(14,633 |
) |
|
(1,729 |
) |
| Pro forma Hotel EBITDA |
|
$ |
100,566 |
|
|
$ |
105,469 |
|
|
$ |
306,757 |
|
|
$ |
307,096 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Note:
|
| (1) |
|
Excludes amounts attributable to investment in loans of $0.4 million and $1.2 million
for the three and nine months ended September 30, 2016, respectively, and $0.4 million and $1.2 million for the three and nine
months ended September 30, 2015, respectively. |
| (2) |
|
Includes depreciation and amortization expense allocated to the noncontrolling
interest in the joint venture. |
| (3) |
|
For the nine months ended September 30, 2016, includes the forfeiture of unvested
restricted shares upon the resignation of the Company's President and Chief Executive Officer in May 2016. |
| (4) |
|
Represents debt modification costs and debt extinguishment costs. |
| (5) |
|
Represents property-level severance costs and other income and expenses outside of
the normal course of operations. |
| (6) |
|
General and administrative expenses exclude amortization of share based compensation
and other non-recurring expenses reflected in Adjusted EBITDA. |
| (7) |
|
Information has not been audited. Reflects unadjusted property-level results provided
by the seller of the hotel. |
|
|
|
|
|
|
|
|
| RLJ Lodging Trust |
| Reconciliation of Non-GAAP Measures |
|
(Amounts in thousands)
|
|
(unaudited)
|
| |
| Pro forma Hotel EBITDA Margin |
|
|
|
|
|
|
|
|
|
|
|
|
For the three months |
|
For the nine months |
|
|
ended September 30, |
|
ended September 30, |
| |
|
2016 |
|
2015 |
|
2016 |
|
2015 |
| Total revenue |
|
$ |
296,259 |
|
|
$ |
289,420 |
|
|
$ |
888,542 |
|
|
$ |
861,077 |
|
| Pro forma adjustments - Revenue from sold hotels |
|
— |
|
|
(2,977 |
) |
|
(170 |
) |
|
(18,896 |
) |
| Pro forma adjustments - Revenue from prior ownership of acquired hotels (1) |
|
— |
|
|
3,678 |
|
|
— |
|
|
13,113 |
|
| Pro forma adjustments - Revenue from non-comparable hotels |
|
(12,851 |
) |
|
(5,713 |
) |
|
(41,785 |
) |
|
(19,118 |
) |
| Other corporate adjustments |
|
(11 |
) |
|
(16 |
) |
|
(41 |
) |
|
(44 |
) |
| Pro forma Hotel Revenue |
|
$ |
283,397 |
|
|
$ |
284,392 |
|
|
$ |
846,546 |
|
|
$ |
836,132 |
|
|
|
|
|
|
|
|
|
|
| Pro forma Hotel EBITDA |
|
$ |
100,566 |
|
|
$ |
105,469 |
|
|
$ |
306,757 |
|
|
$ |
307,096 |
|
|
|
|
|
|
|
|
|
|
| Pro forma Hotel EBITDA Margin |
|
35.5 |
% |
|
37.1 |
% |
|
36.2 |
% |
|
36.7 |
% |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Note:
|
|
(1)
|
|
Information has not been audited. Reflects unadjusted property-level results provided by the seller
of the hotel.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
| RLJ Lodging Trust |
| Consolidated Debt Summary |
|
(Amounts in thousands)
|
|
(unaudited)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Base Term |
|
Maturity |
|
Floating / |
|
Interest |
|
Balance as of |
| Loan |
|
(Years) |
|
(incl. extensions) |
|
Fixed |
|
Rate (1) |
|
September 30, 2016 (2) |
| Secured Debt |
|
|
|
|
|
|
|
|
|
|
| Wells Fargo - 4 hotels |
|
3 |
|
Oct 2021 |
|
Floating (3) |
|
4.00% |
|
$ |
150,000 |
| Wells Fargo - 4 hotels |
|
2 |
|
Mar 2022 |
|
Floating (3) |
|
4.04% |
|
147,000 |
| Wells Fargo - 1 hotel (4) |
|
10 |
|
Jun 2022 |
|
Fixed |
|
5.25% |
|
32,789 |
| PNC Bank - 5 hotels |
|
5 |
|
Mar 2023 |
|
Floating |
|
2.63% |
|
85,000 |
| Weighted Average / Secured Total |
|
|
|
|
|
|
|
3.83% |
|
$ |
414,789 |
|
|
|
|
|
|
|
|
|
|
|
| Unsecured Debt |
|
|
|
|
|
|
|
|
|
|
| Revolver (5) |
|
4 |
|
Apr 2021 |
|
Floating |
|
2.03% |
|
$ |
— |
| $400 Million Term Loan Maturing 2019 |
|
5 |
|
Mar 2019 |
|
Floating (3) |
|
2.72% |
|
400,000 |
| $225 Million Term Loan Maturing 2019 |
|
7 |
|
Nov 2019 |
|
Floating (3) |
|
4.04% |
|
225,000 |
| $400 Million Term Loan Maturing 2021 |
|
5 |
|
Apr 2021 |
|
Floating (3)(6) |
|
2.92% |
|
400,000 |
| $150 Million Term Loan Maturing 2022 |
|
7 |
|
Jan 2022 |
|
Floating (3) |
|
3.43% |
|
150,000 |
| Weighted Average / Unsecured Total |
|
|
|
|
|
|
|
3.13% |
|
$ |
1,175,000 |
|
|
|
|
|
|
|
|
|
|
|
| Weighted Average / Total Debt |
|
|
|
|
|
|
|
3.31% |
|
$ |
1,589,789 |
|
|
|
|
|
|
|
|
|
|
|
|
|
Note:
|
| (1) |
|
Interest rates as of September 30, 2016. |
| (2) |
|
Excludes deferred financing costs. |
| (3) |
|
The floating interest rate is hedged with an interest rate swap. |
| (4) |
|
Excludes the $1.1 million impact of a fair value adjustment. |
| (5) |
|
There is $400.0 million of borrowing capacity on the Revolver, which is charged an
unused commitment fee of 0.30% annually. |
| (6) |
|
Reflects interest rate swap on $350.0 million. |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
| RLJ Lodging Trust |
| Acquisitions |
|
(unaudited)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Gross
|
|
|
|
|
|
|
Acquisition |
|
Management |
|
|
|
Purchase Price
|
|
% |
| Acquisitions |
|
Location |
|
Date |
|
Company |
|
Rooms |
|
($ in millions) |
|
Interest |
| 2016 Acquisitions |
|
|
|
|
|
|
|
|
|
|
|
|
| No assets acquired to date |
|
— |
|
— |
|
— |
|
—
|
|
—
|
|
— |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
| 2015 Acquisitions |
|
|
|
|
|
|
|
|
|
|
|
|
| Hyatt Place DC/Downtown/K Street |
|
Washington, DC |
|
Jul 15, 2015 |
|
Aimbridge Hospitality |
|
164 |
|
$ |
68.0 |
|
100 |
% |
| Homewood Suites Seattle/Lynnwood |
|
Lynnwood, WA |
|
Jul 20, 2015 |
|
InnVentures |
|
170 |
|
37.9 |
|
100 |
% |
| Residence Inn Palo Alto Los Altos |
|
Los Altos, CA |
|
Sep 25, 2015 |
|
InnVentures |
|
156 |
|
70.0 |
|
100 |
% |
| 2015 Total |
|
|
|
|
|
|
|
490 |
|
$ |
175.9 |
|
100 |
% |
| Total Acquisitions |
|
|
|
|
|
|
|
490 |
|
$ |
175.9 |
|
100 |
% |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
| RLJ Lodging Trust |
| Pro forma Consolidated Hotel EBITDA - Top 60 Assets |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Pro forma Consolidated |
| Property |
|
City/State |
|
# of Rooms |
|
Hotel EBITDA |
| Marriott Louisville Downtown |
|
Louisville, KY |
|
616 |
|
$ |
15,989 |
| DoubleTree NYC Metropolitan |
|
New York, NY |
|
764 |
|
12,932 |
| Courtyard Austin Dtwn Conv Ctr |
|
Austin, TX |
|
270 |
|
9,064 |
| Hilton New York Fashion District |
|
New York, NY |
|
280 |
|
8,631 |
| Hilton Garden Inn New York W 35th St |
|
New York, NY |
|
298 |
|
8,231 |
| Courtyard Portland City Center |
|
Portland, OR |
|
256 |
|
8,094 |
| Embassy Suites Tampa Dtwn Conv Ctr |
|
Tampa, FL |
|
360 |
|
7,929 |
|
DoubleTree Grand Key Resort
|
|
Key West, FL |
|
216 |
|
7,680 |
| Courtyard Chicago Downtown Mag Mile |
|
Chicago, IL |
|
306 |
|
6,793 |
| Hyatt House Emeryville SF Bay Area |
|
Emeryville, CA |
|
234 |
|
6,681 |
| Hilton Cabana Miami Beach |
|
Miami Beach, FL |
|
231 |
|
6,462 |
| Fairfield Inn & Suites DC Downtown |
|
Washington, DC |
|
198 |
|
6,401 |
| Hilton Garden Inn SF Oakland Bay Bridge |
|
Emeryville, CA |
|
278 |
|
6,280 |
| Courtyard San Francisco |
|
San Francisco, CA |
|
166 |
|
6,245 |
| Embassy Suites Boston Waltham |
|
Waltham, MA |
|
275 |
|
6,232 |
| Residence Inn Palo Alto Los Altos |
|
Los Altos, CA |
|
156 |
|
6,052 |
| Courtyard Waikiki Beach |
|
Honolulu, HI |
|
403 |
|
5,991 |
| Marriott Denver South @ Park Meadows |
|
Lone Tree, CO |
|
279 |
|
5,832 |
| Hyatt House San Jose Silicon Valley |
|
San Jose, CA |
|
164 |
|
5,826 |
| Renaissance Pittsburgh Hotel |
|
Pittsburgh, PA |
|
300 |
|
5,796 |
| Hyatt House Santa Clara |
|
Santa Clara, CA |
|
150 |
|
5,714 |
| Courtyard Charleston Historic District |
|
Charleston, SC |
|
176 |
|
5,423 |
| Renaissance Ft Lauderdale Plantation |
|
Plantation, FL |
|
250 |
|
5,300 |
| Marriott Denver Airport @ Gateway Park |
|
Aurora, CO |
|
238 |
|
5,142 |
| Embassy Suites Los Angeles Downey |
|
Downey, CA |
|
220 |
|
5,133 |
| Hilton Garden Inn Los Angeles Hollywood |
|
Los Angeles, CA |
|
160 |
|
5,127 |
| Residence Inn Austin Dtwn Conv Ctr |
|
Austin, TX |
|
179 |
|
5,110 |
| Residence Inn Bethesda Downtown |
|
Bethesda, MD |
|
188 |
|
4,727 |
| Homewood Suites Washington DC Downtown |
|
Washington, DC |
|
175 |
|
4,654 |
| Hilton Garden Inn New Orleans Conv Ctr |
|
New Orleans, LA |
|
286 |
|
4,574 |
| Hyatt Place Fremont Silicon Valley |
|
Fremont, CA |
|
151 |
|
4,131 |
| Marriott Austin South |
|
Austin, TX |
|
211 |
|
4,126 |
| Renaissance Boulder Flatiron Hotel |
|
Broomfield, CO |
|
232 |
|
4,041 |
| Fairfield Inn & Suites Key West |
|
Key West, FL |
|
106 |
|
4,008 |
| Hyatt Atlanta Midtown |
|
Atlanta, GA |
|
194 |
|
3,979 |
| Hyatt House San Diego Sorrento Mesa |
|
San Diego, CA |
|
193 |
|
3,973 |
| Courtyard New York Manhattan Upper East |
|
New York, NY |
|
226 |
|
3,639 |
| Hyatt House Charlotte Center City |
|
Charlotte, NC |
|
163 |
|
3,609 |
| Residence Inn National Harbor DC |
|
Oxon Hill, MD |
|
162 |
|
3,588 |
| Hyatt House San Ramon |
|
San Ramon, CA |
|
142 |
|
3,486 |
| Hyatt Place Washington DC Dtwn K St |
|
Washington, DC |
|
164 |
|
3,450 |
| Hampton Inn Garden City |
|
Garden City, NY |
|
143 |
|
3,346 |
| Courtyard Atlanta Buckhead |
|
Atlanta, GA |
|
181 |
|
3,273 |
| Residence Inn Louisville Downtown |
|
Louisville, KY |
|
140 |
|
3,272 |
| Residence Inn Indy Dtwn On The Canal |
|
Indianapolis, IN |
|
134 |
|
3,243 |
| Springhill Suites Portland Hillsboro |
|
Hillsboro, OR |
|
106 |
|
3,157 |
| Embassy Suites Irvine Orange Cnty Arprt |
|
Irvine, CA |
|
293 |
|
3,156 |
| Residence Inn Chicago Oak Brook |
|
Oak Brook, IL |
|
156 |
|
3,143 |
| Courtyard Houston Dtwn Conv Ctr |
|
Houston, TX |
|
191 |
|
3,141 |
| Embassy Suites West Palm Beach Central |
|
West Palm Beach, FL |
|
194 |
|
3,115 |
| Homewood Suites Seattle Lynnwood |
|
Lynnwood, WA |
|
170 |
|
3,114 |
| Courtyard Houston By The Galleria |
|
Houston, TX |
|
190 |
|
3,073 |
| Hyatt Place Madison Downtown |
|
Madison, WI |
|
151 |
|
3,071 |
| Residence Inn Houston Dtwn Conv Ctr |
|
Houston, TX |
|
171 |
|
2,920 |
| Hyatt House Dallas Lincoln Park |
|
Dallas, TX |
|
155 |
|
2,771 |
| Hilton Garden Inn Pittsburgh Univ Pl |
|
Pittsburgh, PA |
|
202 |
|
2,687 |
| Hampton Inn Houston Near The Galleria |
|
Houston, TX |
|
176 |
|
2,516 |
| Courtyard Austin Airport |
|
Austin, TX |
|
150 |
|
2,487 |
| Hyatt Market Street The Woodlands |
|
The Woodlands, TX |
|
70 |
|
2,241 |
| Residence Inn Houston By The Galleria |
|
Houston, TX |
|
146 |
|
2,205 |
| Top 60 Assets |
|
|
|
13,135 |
|
302,006 |
| Other (1) |
|
|
|
7,700 |
|
115,208 |
| Total Portfolio |
|
|
|
20,835 |
|
$ |
417,214 |
|
|
|
|
|
|
|
|
Note: For the trailing twelve months ended September 30, 2016. Information above is unaudited and includes
unadjusted property-level results provided by the seller of the hotel prior to the Company's ownership. Results reflect 100% of
DoubleTree NYC Metropolitan financial results, which have not been adjusted to reflect the noncontrolling interest in the joint
venture. Amounts in thousands, except rooms. (1) Reflects 65 hotels.
|
|
|
|
|
|
|
|
|
|
|
| RLJ Lodging Trust |
| Pro forma Operating Statistics |
| |
| For the three months ended September 30, 2016 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
% of |
|
|
|
|
|
|
|
|
|
|
Hotel |
| Top Markets |
|
|
|
Occupancy |
|
ADR |
|
RevPAR |
|
EBITDA |
|
|
# of Hotels |
|
2016 |
|
2015 |
|
Var |
|
2016 |
|
2015 |
|
Var |
|
2016 |
|
2015 |
|
Var |
|
Q3 |
| Denver |
|
13 |
|
87.0 |
% |
|
87.9 |
% |
|
(1.1 |
)% |
|
$ |
148.07 |
|
|
$ |
142.00 |
|
|
4.3 |
% |
|
$ |
128.82 |
|
|
$ |
124.85 |
|
|
3.2 |
% |
|
11 |
% |
| New York City |
|
5 |
|
97.5 |
% |
|
97.6 |
% |
|
(0.2 |
)% |
|
240.90 |
|
|
252.62 |
|
|
(4.6 |
)% |
|
234.85 |
|
|
246.65 |
|
|
(4.8 |
)% |
|
11 |
% |
| Northern California |
|
7 |
|
91.5 |
% |
|
91.7 |
% |
|
(0.2 |
)% |
|
215.43 |
|
|
210.31 |
|
|
2.4 |
% |
|
197.06 |
|
|
192.85 |
|
|
2.2 |
% |
|
10 |
% |
| Chicago |
|
14 |
|
78.1 |
% |
|
77.9 |
% |
|
0.2 |
% |
|
157.76 |
|
|
156.56 |
|
|
0.8 |
% |
|
123.15 |
|
|
121.95 |
|
|
1.0 |
% |
|
10 |
% |
| Washington, DC |
|
8 |
|
83.0 |
% |
|
76.8 |
% |
|
8.2 |
% |
|
174.37 |
|
|
167.94 |
|
|
3.8 |
% |
|
144.77 |
|
|
128.92 |
|
|
12.3 |
% |
|
7 |
% |
| Austin |
|
13 |
|
75.1 |
% |
|
79.6 |
% |
|
(5.6 |
)% |
|
145.82 |
|
|
146.79 |
|
|
(0.7 |
)% |
|
109.50 |
|
|
116.79 |
|
|
(6.2 |
)% |
|
7 |
% |
| Southern California |
|
6 |
|
90.1 |
% |
|
90.0 |
% |
|
0.1 |
% |
|
168.04 |
|
|
161.14 |
|
|
4.3 |
% |
|
151.45 |
|
|
145.07 |
|
|
4.4 |
% |
|
6 |
% |
| South Florida |
|
10 |
|
81.9 |
% |
|
75.8 |
% |
|
8.1 |
% |
|
129.49 |
|
|
129.68 |
|
|
(0.1 |
)% |
|
106.05 |
|
|
98.24 |
|
|
7.9 |
% |
|
5 |
% |
| Louisville |
|
5 |
|
71.3 |
% |
|
72.3 |
% |
|
(1.4 |
)% |
|
137.73 |
|
|
143.67 |
|
|
(4.1 |
)% |
|
98.27 |
|
|
103.92 |
|
|
(5.4 |
)% |
|
5 |
% |
| Houston |
|
9 |
|
65.6 |
% |
|
67.8 |
% |
|
(3.3 |
)% |
|
133.50 |
|
|
154.59 |
|
|
(13.6 |
)% |
|
87.55 |
|
|
104.86 |
|
|
(16.5 |
)% |
|
3 |
% |
| Other |
|
32 |
|
79.0 |
% |
|
80.6 |
% |
|
(2.0 |
)% |
|
155.89 |
|
|
151.45 |
|
|
2.9 |
% |
|
123.14 |
|
|
122.02 |
|
|
0.9 |
% |
|
25 |
% |
| Total |
|
122 |
|
81.5 |
% |
|
81.7 |
% |
|
(0.2 |
)% |
|
$ |
165.20 |
|
|
$ |
164.84 |
|
|
0.2 |
% |
|
$ |
134.64 |
|
|
$ |
134.67 |
|
|
0.0 |
% |
|
100 |
% |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
% of |
|
|
|
|
|
|
|
|
|
|
Hotel |
| Service Level |
|
|
|
Occupancy |
|
ADR |
|
RevPAR |
|
EBITDA |
|
|
# of Hotels |
|
2016 |
|
2015 |
|
Var |
|
2016 |
|
2015 |
|
Var |
|
2016 |
|
2015 |
|
Var |
|
Q3 |
| Focused-Service |
|
101 |
|
81.2 |
% |
|
81.5 |
% |
|
(0.4 |
)% |
|
$ |
159.85 |
|
|
$ |
158.44 |
|
|
0.9 |
% |
|
$ |
129.78 |
|
|
$ |
129.13 |
|
|
0.5 |
% |
|
73 |
% |
| Compact Full-Service |
|
20 |
|
84.4 |
% |
|
84.4 |
% |
|
— |
% |
|
180.92 |
|
|
182.45 |
|
|
(0.8 |
)% |
|
152.75 |
|
|
154.02 |
|
|
(0.8 |
)% |
|
25 |
% |
| Full-Service |
|
1 |
|
64.7 |
% |
|
63.6 |
% |
|
1.6 |
% |
|
151.55 |
|
|
162.54 |
|
|
(6.8 |
)% |
|
97.98 |
|
|
103.45 |
|
|
(5.3 |
)% |
|
2 |
% |
| Total |
|
122 |
|
81.5 |
% |
|
81.7 |
% |
|
(0.2 |
)% |
|
$ |
165.20 |
|
|
$ |
164.84 |
|
|
0.2 |
% |
|
$ |
134.64 |
|
|
$ |
134.67 |
|
|
0.0 |
% |
|
100 |
% |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
% of |
|
|
|
|
|
|
|
|
|
|
Hotel |
| Chain Scale |
|
|
|
Occupancy |
|
ADR |
|
RevPAR |
|
EBITDA |
|
|
# of Hotels |
|
2016 |
|
2015 |
|
Var |
|
2016 |
|
2015 |
|
Var |
|
2016 |
|
2015 |
|
Var |
|
Q3 |
| Upper Upscale |
|
18 |
|
79.9 |
% |
|
80.5 |
% |
|
(0.7 |
)% |
|
$ |
167.19 |
|
|
$ |
167.39 |
|
|
(0.1 |
)% |
|
$ |
133.63 |
|
|
$ |
134.77 |
|
|
(0.8 |
)% |
|
22 |
% |
| Upscale |
|
88 |
|
82.6 |
% |
|
82.5 |
% |
|
0.2 |
% |
|
167.05 |
|
|
167.15 |
|
|
(0.1 |
)% |
|
138.01 |
|
|
137.82 |
|
|
0.1 |
% |
|
70 |
% |
| Upper Midscale |
|
15 |
|
77.6 |
% |
|
79.8 |
% |
|
(2.8 |
)% |
|
149.07 |
|
|
144.14 |
|
|
3.4 |
% |
|
115.63 |
|
|
115.02 |
|
|
0.5 |
% |
|
8 |
% |
| Midscale |
|
1 |
|
78.0 |
% |
|
71.1 |
% |
|
9.7 |
% |
|
116.52 |
|
|
115.79 |
|
|
0.6 |
% |
|
90.85 |
|
|
82.34 |
|
|
10.3 |
% |
|
0 |
% |
| Total |
|
122 |
|
81.5 |
% |
|
81.7 |
% |
|
(0.2 |
)% |
|
$ |
165.20 |
|
|
$ |
164.84 |
|
|
0.2 |
% |
|
$ |
134.64 |
|
|
$ |
134.67 |
|
|
0.0 |
% |
|
100 |
% |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
% of |
|
|
|
|
|
|
|
|
|
|
Hotel |
| Flags |
|
|
|
Occupancy |
|
ADR |
|
RevPAR |
|
EBITDA |
|
|
# of Hotels |
|
2016 |
|
2015 |
|
Var |
|
2016 |
|
2015 |
|
Var |
|
2016 |
|
2015 |
|
Var |
|
Q3 |
| Courtyard |
|
22 |
|
80.6 |
% |
|
79.4 |
% |
|
1.5 |
% |
|
$ |
163.78 |
|
|
$ |
166.62 |
|
|
(1.7 |
)% |
|
$ |
131.99 |
|
|
$ |
132.28 |
|
|
(0.2 |
)% |
|
19 |
% |
| Residence Inn |
|
29 |
|
82.7 |
% |
|
80.5 |
% |
|
2.7 |
% |
|
148.86 |
|
|
149.03 |
|
|
(0.1 |
)% |
|
123.05 |
|
|
119.94 |
|
|
2.6 |
% |
|
17 |
% |
| Hyatt House |
|
11 |
|
84.5 |
% |
|
88.5 |
% |
|
(4.5 |
)% |
|
175.60 |
|
|
168.37 |
|
|
4.3 |
% |
|
148.47 |
|
|
149.06 |
|
|
(0.4 |
)% |
|
10 |
% |
| Hilton Garden Inn |
|
9 |
|
80.4 |
% |
|
81.1 |
% |
|
(0.9 |
)% |
|
178.17 |
|
|
180.11 |
|
|
(1.1 |
)% |
|
143.26 |
|
|
146.06 |
|
|
(1.9 |
)% |
|
9 |
% |
| Marriott |
|
5 |
|
72.5 |
% |
|
73.6 |
% |
|
(1.5 |
)% |
|
154.37 |
|
|
157.01 |
|
|
(1.7 |
)% |
|
111.85 |
|
|
115.54 |
|
|
(3.2 |
)% |
|
7 |
% |
| SpringHill Suites |
|
6 |
|
84.4 |
% |
|
84.8 |
% |
|
(0.5 |
)% |
|
158.44 |
|
|
151.07 |
|
|
4.9 |
% |
|
133.65 |
|
|
128.05 |
|
|
4.4 |
% |
|
6 |
% |
| DoubleTree |
|
3 |
|
91.9 |
% |
|
88.9 |
% |
|
3.4 |
% |
|
218.14 |
|
|
230.04 |
|
|
(5.2 |
)% |
|
200.53 |
|
|
204.60 |
|
|
(2.0 |
)% |
|
6 |
% |
| Renaissance |
|
3 |
|
80.2 |
% |
|
83.5 |
% |
|
(3.9 |
)% |
|
162.47 |
|
|
159.08 |
|
|
2.1 |
% |
|
130.28 |
|
|
132.76 |
|
|
(1.9 |
)% |
|
4 |
% |
| Fairfield Inn & Suites |
|
8 |
|
79.7 |
% |
|
85.0 |
% |
|
(6.2 |
)% |
|
126.42 |
|
|
123.42 |
|
|
2.4 |
% |
|
100.75 |
|
|
104.91 |
|
|
(4.0 |
)% |
|
4 |
% |
| Embassy Suites |
|
7 |
|
76.5 |
% |
|
78.8 |
% |
|
(2.8 |
)% |
|
141.44 |
|
|
138.42 |
|
|
2.2 |
% |
|
108.25 |
|
|
109.01 |
|
|
(0.7 |
)% |
|
4 |
% |
| Hampton Inn |
|
7 |
|
80.1 |
% |
|
82.6 |
% |
|
(3.0 |
)% |
|
154.55 |
|
|
147.47 |
|
|
4.8 |
% |
|
123.85 |
|
|
121.78 |
|
|
1.7 |
% |
|
4 |
% |
| Hyatt Place |
|
3 |
|
89.4 |
% |
|
86.8 |
% |
|
3.0 |
% |
|
184.34 |
|
|
172.15 |
|
|
7.1 |
% |
|
164.84 |
|
|
149.41 |
|
|
10.3 |
% |
|
3 |
% |
| Hilton |
|
2 |
|
92.1 |
% |
|
87.1 |
% |
|
5.8 |
% |
|
217.98 |
|
|
234.18 |
|
|
(6.9 |
)% |
|
200.74 |
|
|
203.92 |
|
|
(1.6 |
)% |
|
3 |
% |
| Homewood Suites |
|
2 |
|
86.3 |
% |
|
85.2 |
% |
|
1.2 |
% |
|
180.19 |
|
|
175.96 |
|
|
2.4 |
% |
|
155.48 |
|
|
150.00 |
|
|
3.7 |
% |
|
2 |
% |
| Hyatt |
|
2 |
|
74.3 |
% |
|
75.6 |
% |
|
(1.8 |
)% |
|
189.68 |
|
|
208.04 |
|
|
(8.8 |
)% |
|
140.93 |
|
|
157.34 |
|
|
(10.4 |
)% |
|
1 |
% |
| Other |
|
3 |
|
63.7 |
% |
|
63.6 |
% |
|
0.1 |
% |
|
142.36 |
|
|
142.08 |
|
|
0.2 |
% |
|
90.69 |
|
|
90.38 |
|
|
0.3 |
% |
|
1 |
% |
| Total |
|
122 |
|
81.5 |
% |
|
81.7 |
% |
|
(0.2 |
)% |
|
$ |
165.20 |
|
|
$ |
164.84 |
|
|
0.2 |
% |
|
$ |
134.64 |
|
|
$ |
134.67 |
|
|
0.0 |
% |
|
100 |
% |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Note:
|
|
Information above is unaudited and includes unadjusted property-level results provided by the
seller of the hotel prior to the Company's ownership. Results reflect 100% of DoubleTree NYC Metropolitan financial results,
which have not been adjusted to reflect the noncontrolling interest in the joint venture, and exclude non-comparable hotels
during the periods that were not open for operation or were closed for renovation for comparable periods.
|
| |
|
|
|
|
|
|
|
|
|
|
|
| RLJ Lodging Trust |
| Pro forma Operating Statistics |
| |
| For the nine months ended September 30, 2016 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
% of |
|
|
|
|
|
|
|
|
|
|
Hotel |
| Top Markets |
|
|
|
Occupancy |
|
ADR |
|
RevPAR |
|
EBITDA |
|
|
# of Hotels |
|
2016 |
|
2015 |
|
Var |
|
2016 |
|
2015 |
|
Var |
|
2016 |
|
2015 |
|
Var |
|
Q3YTD |
| Northern California |
|
7 |
|
89.2 |
% |
|
85.4 |
% |
|
4.4 |
% |
|
$ |
213.10 |
|
|
$ |
199.10 |
|
|
7.0 |
% |
|
$ |
190.01 |
|
|
$ |
169.97 |
|
|
11.8 |
% |
|
10 |
% |
| South Florida |
|
10 |
|
85.1 |
% |
|
84.1 |
% |
|
1.1 |
% |
|
167.83 |
|
|
168.08 |
|
|
(0.1 |
)% |
|
142.80 |
|
|
141.42 |
|
|
1.0 |
% |
|
9 |
% |
| Austin |
|
13 |
|
79.4 |
% |
|
81.0 |
% |
|
(1.9 |
)% |
|
164.69 |
|
|
160.91 |
|
|
2.3 |
% |
|
130.82 |
|
|
130.26 |
|
|
0.4 |
% |
|
9 |
% |
| Denver |
|
13 |
|
79.2 |
% |
|
78.6 |
% |
|
0.8 |
% |
|
140.36 |
|
|
137.04 |
|
|
2.4 |
% |
|
111.21 |
|
|
107.66 |
|
|
3.3 |
% |
|
9 |
% |
| New York City |
|
5 |
|
95.6 |
% |
|
95.4 |
% |
|
0.2 |
% |
|
218.92 |
|
|
226.83 |
|
|
(3.5 |
)% |
|
209.28 |
|
|
216.35 |
|
|
(3.3 |
)% |
|
8 |
% |
| Chicago |
|
14 |
|
69.2 |
% |
|
72.6 |
% |
|
(4.7 |
)% |
|
150.89 |
|
|
152.19 |
|
|
(0.9 |
)% |
|
104.44 |
|
|
110.49 |
|
|
(5.5 |
)% |
|
7 |
% |
| Washington, DC |
|
8 |
|
78.2 |
% |
|
77.4 |
% |
|
1.0 |
% |
|
182.87 |
|
|
177.05 |
|
|
3.3 |
% |
|
142.96 |
|
|
136.98 |
|
|
4.4 |
% |
|
7 |
% |
| Louisville |
|
5 |
|
75.0 |
% |
|
73.7 |
% |
|
1.7 |
% |
|
161.91 |
|
|
160.32 |
|
|
1.0 |
% |
|
121.49 |
|
|
118.24 |
|
|
2.7 |
% |
|
6 |
% |
| Southern California |
|
6 |
|
86.1 |
% |
|
84.3 |
% |
|
2.1 |
% |
|
162.50 |
|
|
154.39 |
|
|
5.3 |
% |
|
139.90 |
|
|
130.14 |
|
|
7.5 |
% |
|
5 |
% |
| Houston |
|
9 |
|
69.4 |
% |
|
71.6 |
% |
|
(3.1 |
)% |
|
150.77 |
|
|
164.54 |
|
|
(8.4 |
)% |
|
104.65 |
|
|
117.84 |
|
|
(11.2 |
)% |
|
5 |
% |
| Other |
|
32 |
|
78.3 |
% |
|
78.3 |
% |
|
0.1 |
% |
|
157.18 |
|
|
152.77 |
|
|
2.9 |
% |
|
123.14 |
|
|
119.55 |
|
|
3.0 |
% |
|
25 |
% |
| Total |
|
122 |
|
80.0 |
% |
|
80.0 |
% |
|
0.0 |
% |
|
$ |
168.61 |
|
|
$ |
166.53 |
|
|
1.3 |
% |
|
$ |
134.87 |
|
|
$ |
133.16 |
|
|
1.3 |
% |
|
100 |
% |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
% of |
|
|
|
|
|
|
|
|
|
|
Hotel |
| Service Level |
|
|
|
Occupancy |
|
ADR |
|
RevPAR |
|
EBITDA |
|
|
# of Hotels |
|
2016 |
|
2015 |
|
Var |
|
2016 |
|
2015 |
|
Var |
|
2016 |
|
2015 |
|
Var |
|
Q3YTD |
| Focused-Service |
|
101 |
|
79.3 |
% |
|
79.3 |
% |
|
0.1 |
% |
|
$ |
161.98 |
|
|
$ |
159.05 |
|
|
1.8 |
% |
|
$ |
128.51 |
|
|
$ |
126.11 |
|
|
1.9 |
% |
|
71 |
% |
| Compact Full-Service |
|
20 |
|
82.8 |
% |
|
83.1 |
% |
|
(0.4 |
)% |
|
184.89 |
|
|
184.62 |
|
|
0.1 |
% |
|
153.06 |
|
|
153.41 |
|
|
(0.2 |
)% |
|
25 |
% |
| Full-Service |
|
1 |
|
71.9 |
% |
|
69.5 |
% |
|
3.5 |
% |
|
182.77 |
|
|
184.97 |
|
|
(1.2 |
)% |
|
131.42 |
|
|
128.46 |
|
|
2.3 |
% |
|
4 |
% |
| Total |
|
122 |
|
80.0 |
% |
|
80.0 |
% |
|
0.0 |
% |
|
$ |
168.61 |
|
|
$ |
166.53 |
|
|
1.3 |
% |
|
$ |
134.87 |
|
|
$ |
133.16 |
|
|
1.3 |
% |
|
100 |
% |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
% of |
|
|
|
|
|
|
|
|
|
|
Hotel |
| Chain Scale |
|
|
|
Occupancy |
|
ADR |
|
RevPAR |
|
EBITDA |
|
|
# of Hotels |
|
2016 |
|
2015 |
|
Var |
|
2016 |
|
2015 |
|
Var |
|
2016 |
|
2015 |
|
Var |
|
Q3YTD |
| Upper Upscale |
|
18 |
|
79.3 |
% |
|
79.5 |
% |
|
(0.3 |
)% |
|
$ |
177.86 |
|
|
$ |
176.33 |
|
|
0.9 |
% |
|
$ |
141.03 |
|
|
$ |
140.22 |
|
|
0.6 |
% |
|
24 |
% |
| Upscale |
|
88 |
|
80.9 |
% |
|
80.5 |
% |
|
0.5 |
% |
|
167.65 |
|
|
165.65 |
|
|
1.2 |
% |
|
135.71 |
|
|
133.37 |
|
|
1.8 |
% |
|
67 |
% |
| Upper Midscale |
|
15 |
|
76.0 |
% |
|
78.0 |
% |
|
(2.6 |
)% |
|
155.25 |
|
|
151.67 |
|
|
2.4 |
% |
|
118.05 |
|
|
118.37 |
|
|
(0.3 |
)% |
|
9 |
% |
| Midscale |
|
1 |
|
61.4 |
% |
|
64.9 |
% |
|
(5.4 |
)% |
|
111.12 |
|
|
108.23 |
|
|
2.7 |
% |
|
68.18 |
|
|
70.23 |
|
|
(2.9 |
)% |
|
0 |
% |
| Total |
|
122 |
|
80.0 |
% |
|
80.0 |
% |
|
0.0 |
% |
|
$ |
168.61 |
|
|
$ |
166.53 |
|
|
1.3 |
% |
|
$ |
134.87 |
|
|
$ |
133.16 |
|
|
1.3 |
% |
|
100 |
% |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
% of |
|
|
|
|
|
|
|
|
|
|
Hotel |
| Flags |
|
|
|
Occupancy |
|
ADR |
|
RevPAR |
|
EBITDA |
|
|
# of Hotels |
|
2016 |
|
2015 |
|
Var |
|
2016 |
|
2015 |
|
Var |
|
2016 |
|
2015 |
|
Var |
|
Q3YTD |
| Courtyard |
|
22 |
|
78.0 |
% |
|
78.3 |
% |
|
(0.4 |
)% |
|
$ |
164.87 |
|
|
$ |
166.39 |
|
|
(0.9 |
)% |
|
$ |
128.59 |
|
|
$ |
130.25 |
|
|
(1.3 |
)% |
|
18 |
% |
| Residence Inn |
|
29 |
|
80.4 |
% |
|
79.6 |
% |
|
1.1 |
% |
|
154.74 |
|
|
152.73 |
|
|
1.3 |
% |
|
124.48 |
|
|
121.52 |
|
|
2.4 |
% |
|
17 |
% |
| Hyatt House |
|
11 |
|
85.5 |
% |
|
82.0 |
% |
|
4.2 |
% |
|
173.72 |
|
|
164.40 |
|
|
5.7 |
% |
|
148.46 |
|
|
134.84 |
|
|
10.1 |
% |
|
10 |
% |
| Hilton Garden Inn |
|
9 |
|
79.9 |
% |
|
80.7 |
% |
|
(1.0 |
)% |
|
177.45 |
|
|
174.97 |
|
|
1.4 |
% |
|
141.77 |
|
|
141.19 |
|
|
0.4 |
% |
|
9 |
% |
| Marriott |
|
5 |
|
74.2 |
% |
|
73.3 |
% |
|
1.2 |
% |
|
167.53 |
|
|
167.71 |
|
|
(0.1 |
)% |
|
124.32 |
|
|
122.99 |
|
|
1.1 |
% |
|
9 |
% |
| SpringHill Suites |
|
6 |
|
83.1 |
% |
|
83.3 |
% |
|
(0.3 |
)% |
|
171.44 |
|
|
163.28 |
|
|
5.0 |
% |
|
142.44 |
|
|
136.03 |
|
|
4.7 |
% |
|
7 |
% |
| DoubleTree |
|
3 |
|
91.0 |
% |
|
90.2 |
% |
|
0.9 |
% |
|
208.82 |
|
|
214.44 |
|
|
(2.6 |
)% |
|
190.09 |
|
|
193.37 |
|
|
(1.7 |
)% |
|
5 |
% |
| Hampton Inn |
|
7 |
|
78.2 |
% |
|
80.3 |
% |
|
(2.7 |
)% |
|
165.60 |
|
|
160.03 |
|
|
3.5 |
% |
|
129.46 |
|
|
128.56 |
|
|
0.7 |
% |
|
4 |
% |
| Embassy Suites |
|
7 |
|
76.3 |
% |
|
77.5 |
% |
|
(1.6 |
)% |
|
144.44 |
|
|
142.63 |
|
|
1.3 |
% |
|
110.23 |
|
|
110.58 |
|
|
(0.3 |
)% |
|
4 |
% |
| Fairfield Inn & Suites |
|
8 |
|
77.0 |
% |
|
79.0 |
% |
|
(2.4 |
)% |
|
127.57 |
|
|
123.17 |
|
|
3.6 |
% |
|
98.27 |
|
|
97.26 |
|
|
1.0 |
% |
|
4 |
% |
| Renaissance |
|
3 |
|
74.9 |
% |
|
78.8 |
% |
|
(4.9 |
)% |
|
167.38 |
|
|
162.63 |
|
|
2.9 |
% |
|
125.37 |
|
|
128.14 |
|
|
(2.2 |
)% |
|
4 |
% |
| Hilton |
|
2 |
|
92.4 |
% |
|
89.6 |
% |
|
3.0 |
% |
|
223.51 |
|
|
237.94 |
|
|
(6.1 |
)% |
|
206.42 |
|
|
213.27 |
|
|
(3.2 |
)% |
|
3 |
% |
| Hyatt Place |
|
3 |
|
87.7 |
% |
|
85.8 |
% |
|
2.2 |
% |
|
172.07 |
|
|
161.87 |
|
|
6.3 |
% |
|
150.94 |
|
|
138.90 |
|
|
8.7 |
% |
|
2 |
% |
| Homewood Suites |
|
2 |
|
76.5 |
% |
|
77.8 |
% |
|
(1.7 |
)% |
|
188.41 |
|
|
181.89 |
|
|
3.6 |
% |
|
144.07 |
|
|
141.45 |
|
|
1.8 |
% |
|
2 |
% |
| Hyatt |
|
2 |
|
75.3 |
% |
|
76.9 |
% |
|
(2.0 |
)% |
|
200.00 |
|
|
206.80 |
|
|
(3.3 |
)% |
|
150.69 |
|
|
158.94 |
|
|
(5.2 |
)% |
|
1 |
% |
| Other |
|
3 |
|
60.3 |
% |
|
63.9 |
% |
|
(5.6 |
)% |
|
151.94 |
|
|
150.82 |
|
|
0.7 |
% |
|
91.61 |
|
|
96.33 |
|
|
(4.9 |
)% |
|
1 |
% |
| Total |
|
122 |
|
80.0 |
% |
|
80.0 |
% |
|
0.0 |
% |
|
$ |
168.61 |
|
|
$ |
166.53 |
|
|
1.3 |
% |
|
$ |
134.87 |
|
|
$ |
133.16 |
|
|
1.3 |
% |
|
100 |
% |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Note:
|
|
Information above is unaudited and includes unadjusted property-level results provided by the
seller of the hotel prior to the Company's ownership. Results reflect 100% of DoubleTree NYC Metropolitan financial results,
which have not been adjusted to reflect the noncontrolling interest in the joint venture, and exclude non-comparable hotels
during the periods that were not open for operation or were closed for renovation for comparable periods.
|
| |
RLJ Lodging Trust
Leslie D. Hale
Chief Operating Officer and Chief Financial Officer
301-280-7774
View source version on businesswire.com: http://www.businesswire.com/news/home/20161102006788/en/