Xenia Hotels & Resorts, Inc. · NYSE:XHR
Xenia Hotels & Resorts — Q4 2025 Earnings Presentation
28 slides from Xenia Hotels & Resorts's earnings presentation, Feb 24, 2026
Slide 1: Investor Presentation February 2026
Investor Presentation February 2026
Slide 2: Forward-Looking Statements
Forward-Looking Statements This presentation has been prepared by Xenia Hotels & Resorts, Inc. (the “Company” or “Xenia”) solely for informational purposes. This presentation contains, and our responses to various questions from investors may include, “forward-looking statements” within the meaning
Slide 3: Investment Highlights
INVESTMENT INVESTMENT Diverse & High-Quality Portfolio HIGHLIGHTS HIGHLIGHTS 30 luxury and upper-upscale hotels and resorts primarily in Top 25 markets and key leisure destinations Continued Ramp of Grand Hyatt Scottsdale Resort Significant long-term growth driver Strong Balance Sheet & Favorable Ou
Slide 4: Portfolio Overview
Portfolio Overview Park Hyatt Aviara 3 Hyatt Regency Grand Resort, CypressGolf Club & Spa – Orlando, FL – Carlsbad, CA
Slide 5: Portfolio Composition
Portfolio Composition Portfolio Characteristics Diversified Branding 1 Key Portfolio Statistics 2 • Focused on Uniquely Positioned Luxury and Upper Upscale Hotels & Resorts Andaz Grand Hyatt 30 • Primarily located in Top 25 U.S. 38% Hyatt Centric Hotels Lodging Markets and Key Leisure Hyatt Regency
Slide 6: Geographic Diversification
Geographic Diversification • The Sunbelt No single market contributed more Hotels and resorts located across 22 • Key leisure destinations than 17% of FY 2025 EBITDA1 unique lodging markets including: • Select gateway markets • Markets with limited near-term supply growth San Francisco / San Mateo,
Slide 7: Demand Segment Diversification
Demand Segment Diversification Well-Positioned Portfolio, Approximately 75% Business Transient and Group Mix SIGNIFICANT CONTRIBUTIONS FROM BUSINESS TRANSIENT AND/OR GROUP ESTIMATED HISTORICAL DEMAND MIX1 • Fairmont Pittsburgh • Grand Bohemian Hotel Orlando, SIGNIFICANT CONTRIBUTIONS FROM LEISURE Au
Slide 8: Aligned with High Quality Brands
Aligned with High Quality Brands All Properties are Brand Affiliated Aligned with best-in-class hotel brands that provide a relevant “Brand Promise” to consumers Advantages of Branded Hotels • Superior revenue channels • Proven guest loyalty programs • Strength of marketing and advertising platforms
Slide 9: Portfolio Evolution Toward Higher Quality
Portfolio Evolution Toward Higher Quality Strategic capital allocation over past twelve years delivers superior portfolio Since 20141 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Listing2 3 Hotels3 1 Hotel 4 Hotels 4 Hotels4 1 Hotel 1 Hotel 14 Hotels Acquisitions - - - - - $245M $136M $615
Slide 10: Top Markets
Top Markets Long-Term Growth Potential Across Key Markets FY 20251 FY 20192 Market3 State Hotel EBITDA (%) Hotel EBITDA (%) Orlando FL 17% 10% Houston TX 14% 10% Phoenix AZ 11% 9% San Diego CA 8% 4% Atlanta GA 8% 5% Nashville TN 5% - San Francisco/San Mateo CA 5% 8% Florida Keys FL 4% 3% Dallas TX 4
Slide 11: Strong Portfolio Attributes vs. Lodging REIT Peers
Strong Portfolio Attributes vs. Lodging REIT Peers Diverse collection of properties, driven primarily by group and business transient • Demand mix: ~65% Transient (majority business), ~35% group • Revenue mix: 55% rooms, 45% F&B and other Marriott Woodlands Waterway Hotel & Convention Center Superio
Slide 12: Food & Beverage Relaunch at W Nashville
Food & Beverage Relaunch at W Nashville Expected to increase traffic and drive performance Considerations • W Nashville’s earnings have lagged underwriting due to: • mis-concepting of F&B venues prior to XHR’s ownership • shifting Nashville’s F&B landscape toward more approachable dining experiences
Slide 13: Food & Beverage Relaunch at W Nashville
Food & Beverage Relaunch at W Nashville Zaytinya 12
Slide 14: Food & Beverage Relaunch at W Nashville
Food & Beverage Relaunch at W Nashville Zaytinya 13
Slide 15: Transformative Renovation of Grand Hyatt Scottsdale Resort
Transformative Renovation of Grand Hyatt Scottsdale Resort 14 Grand Hyatt Scottsdale Resort– Scottsdale, AZ
Slide 16: Transformative Renovation and Upbranding to Grand Hyatt
Transformative Renovation and Upbranding to Grand Hyatt Investment Thesis Maximize Investment Through Creation of Grand Hyatt Luxury Resort Transformative renovation and upbranding to Grand Hyatt maximizes value of a strategic asset and increases the hotel’s ability to compete with a top- tier compa
Slide 17: Transformative Renovation and Upbranding to Grand Hyatt
Transformative Renovation and Upbranding to Grand Hyatt Upon stabilization, the hotel is expected to TRANSFORMATION DRIVES REVPAR GROWTH achieve RevPAR of approximately $300 Pandemic Renovation » RevPAR Index expected to increase approximately 10% by stabilization Impact & Recovery $300.00 » Closing
Slide 18: Strong Balance Sheet & Favorable Outlook
Strong Balance Sheet & Favorable Outlook 17 W Nashville – Nashville, TN
Slide 19: Balance Sheet Overview
Balance Sheet Overview As of December 31, 2025 Liquidity Unrestricted Cash1 Line of Credit Availability2 Total Liquidity ~$140M $500M ~$640M Debt Summary Debt Mix Balance as of Rate Type Rate Maturity 12/31/25 Mortgage Loans $210M 15% Property Level Grand Bohemian Hotel Orlando3 Fixed 4.53% 3/1/2026
Slide 20: Balance Sheet Overview
Balance Sheet Overview As of December 31, 2025 Pro Forma Debt Maturity Profile Leverage1 ~5.2x Conservative balance sheet leverage with continued strengthening expected Mortgages Leverage Ratio Term Loan $500 LOC Availability Healthy Balance of Fixed vs. Floating Senior Notes 77% Optimal balance of
Slide 21: Share Repurchases and Dividend
Share Repurchases and Dividend SHARE REPURCHASES DIVIDEND • Total 2025 repurchased 9,353,816 shares of • 1Q26 dividend of $0.14 dividend per share for Q1 common stock at a weighted-average price of 2026. $12.87 per share for a total consideration of approximately $120.4 million. • Annualized dividen
Slide 22: Recent Trends and Near-Term Outlook
Recent Trends and Near-Term Outlook1 • Recent Same-Property2 statistics: • 4Q25 RevPAR increased 4.5% compared to 4Q24 with Occupancy up 130 bps and ADR up 2.5% • 4Q25 F&B Revenue increased 9.4%, with Other Revenues up 9.2% vs. 4Q24 • 4Q25 Total RevPAR3 increased 6.7% vs. 4Q24 • 4Q25 Hotel EBITDA4 i
Slide 23: Near-Term Outlook – Guidance
Near-Term Outlook – Guidance1 FY 2026 Guidance $ in millions, except per share amounts Low High Net Income $21 $41 Same-Property RevPAR Change (vs. 2025) 1.50% 4.50% Same-Property Total RevPAR2 Change (vs. 2025) 2.75% 5.75% Adjusted EBITDAre $250 $270 Adjusted FFO $170 $190 Adjusted FFO per Diluted
Slide 24: Experienced Management
Experienced Management 23 The Ritz-Carlton, Pentagon City – Arlington, VA
Slide 25: Executive Team with Extensive Track Record
Executive Team with Extensive Track Record Senior Executive Team has an average of 31 years of hotel experience and an average tenure of 13 years with Xenia • Senior Executives have decades of experience in the hotel industry and have managed through a number of previous industry downturns • Senior
Slide 26: Non-GAAP Financial Measures
Non-GAAP Financial Measures The Company considers the following non-GAAP financial measures to be useful to investors as key supplemental measures of operating performance: EBITDA, EBITDAre, Adjusted EBITDAre, Same- Property Hotel EBITDA, Same-Property Hotel EBITDA Margin, FFO, Adjusted FFO, and Adj
Slide 27: Non-GAAP Financial Measures
Non-GAAP Financial Measures FFO and Adjusted FFO The Company calculates FFO in accordance with standards established by Nareit, as amended in the 2018 Restatement White Paper, which defines FFO as net income or loss (calculated in accordance with GAAP), excluding real estate-related depreciation, am
Slide 28: Xenia Hotels & Resorts
XENIA HOTELS & RESORTS
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